Buch, Englisch, 215 Seiten, Format (B × H): 178 mm x 254 mm, Gewicht: 416 g
2012: A Framework for Continual Lean Improvement
Buch, Englisch, 215 Seiten, Format (B × H): 178 mm x 254 mm, Gewicht: 416 g
ISBN: 978-1-4665-0537-7
Verlag: Productivity Press
The success of a Lean manufacturing program depends far more on organization-wide leverage of Lean manufacturing tools than it does on the tools themselves. To this the organization must add the human relations aspects that earn buy-in and engagement by all members of the workforce, to the extent that workers will react immediately and decisively to the presence of waste.
The synergy of the human and technological aspects of Lean form what Henry Ford called a universal code for the achievement of world-class results in any enterprise, and which he put into practice to deliver unprecedented bottom line results. This book expands upon and systemizes this universal code into a structure or framework that promotes organizational self-audits and continuous improvement.
The book's first section offers a foundation of four simple but comprehensive Lean key performance indicators (KPIs): waste of the time of things (as in cycle time), waste of the time of people, waste of energy, and waste of materials. The Toyota Production System's seven wastes are all measurable in terms of these four KPIs, which also cover the key metrics of Eliyahu Goldratt's theory of constraints: throughput, inventory, and operating expense.
The first section then adds a proactive improvement cycle that sets out to look for trouble by isolating processes for analytical purposes and measuring and then balancing inputs and outputs to force all wastes to become visible. It is in fact technically impossible for any waste of material or energy to hide from what chemical engineers call a material and energy balance. Application of this book's content should therefore satisfy most provisions of the ISO 14001 environmental management system standard and the new ISO 50001 energy management system standard.
The second section consists of an unofficial (and therefore customizable) standard against which the organization can audit its Lean management system. The unofficial standard is designed to be compatible with ISO 9001:2008 so internal auditors can assess both systems simultaneously. Each provision includes numerous examples of questions that promote audits in a narrative form as opposed to yes/no checklists or Likert scale ratings. The unofficial standard can also be downloaded (without the assessment questions) from the publisher's Web site. The third section elaborates in detail on the second and provides numerous real-world examples of applications.
Zielgruppe
Manufacturing and industrial engineers, as well as quality professionals who infuse Lean manufacturing into their work standard.
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
The Need for a Lean Management Standard
The Serpent in the Industrial Garden of Eden
Lean, Six Sigma, or Both?
Critical to Quality versus Critical to Lean
LMS:2012 Development Considerations
Organization and Implementation of LMS:2012 LMS:2012 Section I: Foundation of a Comprehensive Lean Management System LMS:2012 Section II: Voluntary and Customizable Lean Management System Standard LMS:2012 Section III: Supplementary Detail
Lean Key Performance Indicators
Waste of the Time of Things Waste of the Time of Things: Cycle Time Accounting Division of Labor and Variation Reduction
Waste of the Time of People Waste of the Time of People in Service Activities
Waste of Materials
Waste of Energy Energy Efficiency Gap Analysis: Thought Process
The Material and Energy Balance Steady State Assumption and Control Surface Application to Painting and Coating Operations Application to Steel and Aluminum Manufacture Application to Machining Operations Application to Power Generation Material and Energy Balance, Summary
Do Not Use Carbon Emission Metrics Is Climate Change a Problem? Special Interests and the Climate Agenda The Cap-and-Trade Community Doesn’t Walk its Talk
The Recommended KPIs Identify All Operating Wastes Lean KPIs and Goldratt’s Theory of Constraints Lean KPIs and the Toyota Production System Lean KPIs and Lean Manufacturing Techniques
Waste of Capital Investment Non-Operating Processes and White Elephants Waste of Capital Assets in Operating Processes
Summary: Lean Key Performance Indicators
Integrated Lean Assessment
Why IMAIS?
Isolate Isolate versus Supply Chain Perspective
Measure
Assess Time of People versus Time of Things Energy versus Time of People and Time of Things Materials versus Time of People
Improve
Standardize
Summary: IMAIS
LMS:2012
Lean Management System Requirements
Provision 4.1: General Requirements
Provision 4.2: Lean System Documentation
Provision 4.2.1: General Documentation Requirements
Provision 4.2.2: Lean Manual
Provision 4.2.3: Control and Retention of Documents and Records
Organizational Responsibility
Provision 5.1: Organizational Commitment
Provision 5.2: Customer Focus
Provision 5.3: Lean Management Policy
Provision 5.4: Planning for Lean Operation Provision 5.4.1: Lean Objectives Provision 5.4.2: Lean System Planning
Provision 5.5: Supply Chain Responsibility Provision 5.5.1: Responsibility Provision 5.5.2: Management Representative Provision 5.5.3: Supply Chain Communication
Provision 5.6: Lean System Review Provision 5.6.1: General Requirements Provision 5.6.2: Review Input Provision 5.6.3: Review Output
Lean System Infrastructure and Resources
Provision 6.1: Resource Availability
Provision 6.2: Workforce Training and Empowerment
Provision 6.3: Facilities, Layout, and Supporting Services
Provision 6.4: Work Environment, Ergonomics, and Motion
Product or Service Realization
Provision 7.1: Planning
Provision 7.2: Customer Lean
