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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010175343 | HD62.15 K65 2009 | Open Access Book | Book | Searching... |
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Summary
Summary
At The Danaher Corporation, George Koenigsaecker led the lean transformations of both the automotive and tool groups. He also led The Hon Company's successful lean conversion, which doubled productivity and tripled revenues, leading Industry Weekto recognize HON on their list of the "World's 100 Best Managed Firms." Written to help executives in determining right from wrongduring a lean initiative,Leading the Lean Enterprise Transformationshows that lean is more about an approach than it is about tools. It presents the successful strategies and case histories of several key American leaders who have been instrumental in bringing lean to the forefront of various industries.
Organized in the chronological sequence that a leader embarking on a lean journey would experience, this lively work:
Describes the simple, yet powerful, True North metrics used by Toyota and describes how they drive every line item in the good direction Explains the use of value stream analysis at the leadership level Shows how to structure successful kaizen events that improve the value stream Presents tactical organizational steps necessary to sustain double-digit improvements Explores the development of a corporate assessment and review structure in support of a lean transformation Introduces leadership tools such as strategy deployment, transformation value stream analysis, and transformation plan of careLastly, the book discusses what may well be the least understood and most critical aspect of a lean transformation: the building of a lean culture. That ability is what separates the tactician from the technician. While many books exist that detail all the tools needed for a lean implementation, this book explains those tools needed at the enterprise level by executives, but more importantly it provides potential change agents with the skills to define, develop, and communicate a vision. It helps cultivate the willingness to innovate and learn by doing. Such a course is not for everyone, just leaders.
Author Notes
President, Lean Investments, LLC
Table of Contents
Acknowledgments | p. ix |
Introduction | p. xi |
Chapter 1 My Journey of Lean Learning: Eleven Corporate Transformations | p. 1 |
Deere & Company | p. 1 |
Rockwell International | p. 3 |
Jake Brake (Danaher) | p. 4 |
HON Company | p. 7 |
Summary | p. 8 |
Chapter 2 What Is Lean? | p. 9 |
What Toyota Does | p. 9 |
Two Pillars | p. 10 |
Identifying and Removing Waste | p. 10 |
A Problem-Identifying and Problem-Solving System | p. 13 |
Summary | p. 15 |
Notes | p. 15 |
Chapter 3 Measurement Can Be Easy | p. 17 |
Understanding Financial Measures: Personal Examples | p. 17 |
Toyota's True North Metrics | p. 18 |
How High Is High? | p. 20 |
The Four True North Metrics in Detail | p. 26 |
Quality Improvement | p. 26 |
Delivery/Lead Time/Flow Improvement | p. 28 |
Cost/Productivity Improvement | p. 31 |
Outside Purchases | p. 31 |
People | p. 31 |
Human Development | p. 33 |
Linking the True North Metrics with Financial Measures | p. 35 |
Summary | p. 37 |
Notes | p. 38 |
Chapter 4 Value Stream Analysis Provides the Improvement Plan-And Kaizen Events Make It Happen | p. 39 |
Taking a Walk to Create an Initial-State VSA | p. 40 |
Initial-State VSA and the True North Metrics | p. 41 |
Helping You See the Waste | p. 41 |
Brainstorming to Create an Ideal-State Value Stream | p. 43 |
Creating a Future-State Value Stream | p. 43 |
Improvement Goals | p. 44 |
Work Plan and Responsibilities | p. 48 |
The Rule of 5X | p. 48 |
A Model Value Stream | p. 54 |
The Power of Weeklong Kaizen Events | p. 56 |
Summary | p. 61 |
Notes | p. 61 |
Chapter 5 Tactical Organizational Practices | p. 63 |
The n/10 Rule | p. 63 |
Designing Improvement Teams | p. 66 |
Key Event Failure Mode | p. 68 |
The 3 Percent Guideline | p. 69 |
Administrative Teams | p. 73 |
Redeployment | p. 75 |
Other Lean Training | p. 76 |
Summary | p. 77 |
Chapter 6 Strategic Organizational Practices | p. 79 |
Understanding Governance | p. 79 |
Immersion | p. 80 |
Guiding Coalition | p. 81 |
Communication | p. 84 |
Lean Simulation | p. 85 |
Strategy Deployment | p. 85 |
Antibodies | p. 87 |
Lean Year by Year | p. 90 |
Year One | p. 90 |
Year Two | p. 91 |
Year Three | p. 91 |
Year Four | p. 92 |
Summary | p. 92 |
Chapter 7 Building a Lean Culture | p. 93 |
Defining Culture | p. 94 |
The Building Blocks of Lean/Toyota Culture | p. 96 |
Serve the Customer | p. 97 |
Seek What's Right, Regardless | p. 97 |
Decide Carefully, Implement Quickly | p. 97 |
Candidly Admit Imperfections | p. 98 |
Speak Honestly and with Deep Respect | p. 99 |
Go See and Listen to Learn (Genchi Gembutsu) | p. 99 |
Deliver on Meaningful Challenges | p. 100 |
Be a Mentor and a Role Model | p. 101 |
The Action Plan | p. 102 |
Giving Your Leadership Team Personal Experience | p. 102 |
Daily Improvement | p. 104 |
Challenging Your Team to Build Knowledge | p. 105 |
Summary | p. 106 |
Author's Note | p. 107 |
Notes | p. 108 |
Index | p. 109 |
The Author | p. 121 |