The Financial Times guide to lean: how to streamline your organisation, engage employees and create a competitive edge

Title:

Personal Author:

Brophy, Andy

Publication Information:

Harlow, England: Pearson, 2013

Physical Description:

xvii,301p.: ill.; 24cm.

ISBN:

9780273770503

Subject Term:

Lean manufacturing

Industrial management

Industrial efficiency

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... MJIIT Library	33000000001227	HD31 B754 2013	Open Access Book	Book	Searching... Unknown
Searching... Razak School	30000010306732	HD31 B754 2013	Open Access Book	Book	Searching... Unknown

Summary

Learn how to make your company more efficient, increase customer value with less work and make better use of your organisation's resources by implementing a Lean management strategy.

The Financial Times Guide to Lean is a guide to the tools that are used to implement Lean, showing you how to apply Lean practices fully into your organisation or company.

This book offers a comprehensive and objective look at lean strategy and how it can be tailored for different companies.

Author Notes

Andy Brophy is a lean & innovation facilitator who has been working in the lean field for the past twelve years in domains including manufacturing, hospital, software development, hospitality, food and financial services. He is Director of the consultancy business Lean 2 Innovative Thinking. Andy holds a 1st Class MSc in Lean Operations and is a Six Sigma Black Belt. In 2010 he published a co-authored book with John Bicheno called Innovative Lean .

http://www.lean2innovativethinking.com/

Acknowledgements	p. xiii
Introduction	p. xv
Part 1 Getting Started: Lean Orientation and Diagnostic Phase	p. 1
1 Lean management	p. 3
What is Lean?	p. 3
Why Lean?	p. 3
Brief history of Lean	p. 6
Lean today	p. 8
True North Lean	p. 9
The five principles	p. 10
The Lean operating system	p. 12
First pillar: Continuous improvement	p. 12
Second pillar: Respect for people	p. 14
Hidden waste is robbing our profits	p. 17
Muda	p. 18
Muri	p. 23
Mura	p. 24
Review	p. 24
2 Hoshin kanri strategy deployment	p. 25
Introduction	p. 25
The hoshin kanri process	p. 26
1 Reflection on the previous year's performance	p. 26
2 Review of the organisation's mission, vision and values	p. 27
3 Objectives for the forthcoming year	p. 28
4 Alignment building and action plans	p. 29
5 X-matrix development	p. 37
6 Implementation	p. 38
7 Monthly evaluation	p. 39
8 Annual evaluation	p. 39
Review	p. 40
3 Value stream mapping	p. 41
Introduction	p. 41
What flows in value stream maps?	p. 42
Value stream mapping stages	p. 43
Case study: Outpatients' orthopaedic clinic	p. 46
Review	p. 55
Part 2 Lean Transformation Practices	p. 57
4 Lean methods and tools (part I)	p. 59
Section 1 5S workplace organisation	p. 59
Introduction	p. 59
Waste (symptom) and 5S countermeasures	p. 60
How to apply 5S workplace organisation	p. 61
Sort	p. 62
Set-in-order	p. 65
Shine	p. 66
Standardise	p. 68
Sustain	p. 70
5S review	p. 72
Section 2 Visual management	p. 74
Introduction	p. 74
Why use visual management?	p. 75
Levels of visual management	p. 76
Visual management centre (VMC)	p. 77
Operational tracking at the gemba	p. 78
Visual management review	p. 81
5 Lean methods and tools (part II)	p. 83
Section 1 A3 problem solving	p. 83
Introduction	p. 83
Why A3?	p. 86
A3 document	p. 86
The seven basic quality tools	p. 89
Four ways of using A3s	p. 97
Categories of problems	p. 97
A3 problem-solving review	p. 99
Section 2 Standard work	p. 100
Introduction	p. 100
Standard work and job classifications	p. 103
Improving standard work	p. 105
Bringing standard work to life	p. 106
Standard work review	p. 109
6 Lean methods and tools (part III)	p. 111
Section 1 Idea management system (IMS)	p. 111
Introduction	p. 111
Documenting ideas is crucial	p. 113
Idea metrics	p. 115
Reward and recognition	p. 117
Idea process flow	p. 119
Idea management system review	p. 121
Section 2 Kaizen events	p. 121
Introduction	p. 121
Kaizen event stages	p. 124
Pre-event preparation	p. 124
Event workshop	p. 128
Confirmation phase	p. 133
Kaizen review	p. 134
7 Lean methods and tools (part IV)	p. 135
Section 1 Quick changeover	p. 135
Introduction	p. 135
Why quick changeover?	p. 136
Ways to implement SMED methodology	p. 138
Quick changeover review	p. 147
Section 2 Total productive maintenance (TPM)	p. 150
Introduction	p. 150
Why TPM?	p. 150
Application of TPM	p. 152
TPM improvement plan	p. 152
TPM review	p. 158
8 Lean methods and tools (part V)	p. 161
Section 1 Kanban	p. 161
Introduction	p. 161
Why kanban?	p. 162
Types of kanban	p. 162
Culture and people implications	p. 165
Kanban rules	p. 165
Supplier kanban in a hospital setting	p. 166
Kanban review	p. 168
Section 2 Poka yoke	p. 169
Introduction	p. 169
Mistake proofing classifications	p. 171
Poka yoke review	p. 172
9 Lean methods and tools (part VI)	p. 175
Introduction	p. 175
River and rocks analogy	p. 177
Batch size implications for flow	p. 178
A word on inventory	p. 180
The problem with traditional production scheduling using material requirements planning (MRP)	p. 180
Preconditions for flow	p. 181
Family identification	p. 184
Cellular flow	p. 188
Human implications for flow	p. 190
Flow practices review	p. 192
Part 3 Leading the Lean Transformation	p. 193
10 Developing the Lean culture	p. 195
Introduction	p. 195
The Cathedral model	p. 196
The model's foundation	p. 197
Accountability process	p. 200
Set expectations	p. 202
Recognition	p. 203
True coaching and delegation	p. 206
Constructive feedback	p. 209
Escalation	p. 209
Quantity and quality	p. 210
Review	p. 210
11 The technical side of sustaining Lean	p. 213
Introduction	p. 213
Systems thinking	p. 214
Hoshin kanri strategy deployment	p. 215
Lean daily management system	p. 215
Sustaining Lean through problem solving	p. 220
Training within industry (TWI)	p. 222
Metrics	p. 223
Review	p. 224
12 The people side of sustaining Lean	p. 225
Introduction	p. 225
Leadership	p. 226
Engaging people in Lean	p. 228
Oh, if only we had the luxury of time for improvement work!	p. 233
Communication	p. 238
Middle management	p. 238
A propensity for risk taking	p. 239
A rising tide should lift all boats	p. 239
Review	p. 239
13 Putting it all together: the Lean roadmap to transformation	p. 241
Introduction	p. 241
Generic roadmap	p. 242
1 Understand value through the eyes of your customers	p. 242
2 Articulate the business case for Lean transformation	p. 245
3 Lean assessment	p. 246
4 Value stream mapping	p. 248
5 Build leadership commitment and set expectations	p. 249
6 Hoshin kanri strategy deployment	p. 253
7 Management of the change plan	p. 253
8 Pilot the Lean model area and spread plan	p. 259
9 Build the Lean knowledge	p. 261
10 Lean culture	p. 262
11 Sustaining Lean	p. 267
12 Hansei	p. 267
Review	p. 268
Glossary	p. 269
References and further reading	p. 275
Appendix: Lean assessment	p. 283
Index	p. 293

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Summary

Summary

Author Notes

Table of Contents