Trudell Relentless Improvement

True Stories of Lean Transformations
Erscheinungsjahr 2012
ISBN: 978-1-4665-5431-3
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 238 Seiten

Tracing the author’s decades-long continuous improvement journey, Relentless Improvement: True Stories of Lean Transformations walks readers through vivid shop floor experiences to convey a genuine feel for the environments in which Lean Six Sigma transformations occur. Recounting numerous Lean Six Sigma transformations, it illustrates the spectrum of successful operational tactics.

The story starts just outside Detroit, Michigan in the 1970s when the auto industry was booming, and most people in the area worked in the car factories, or in one of the component factories that supplied the Big Three. The complexity and detail of the projects grow chapter by chapter. The book begins by explaining how to manage Lean basics such as applying 5S, shortening product cycle times, and creating standard work. It then progresses to factory Lean Six Sigma transformations. Providing implementation guidance geared to functions on the operational level, the book:

- Presents stories based on the author’s interactions with company leaders and shop-floor employees in the midst of great change

- Illustrates real-world plant politics and manufacturing situations using compelling stories

- Highlights valuable lessons learned at the end of each chapter

Using an engaging story format, the book recounts the author’s career experiences to provide you with a real-world understanding of how to use Lean tools. The stories in the book illustrate everything from standard work and takt time to Kaizen events and Total Productive Maintenance. The text also includes accounts of "front end" or administrative processes such as product development and materials handling.

Zielgruppe

Seasoned Lean Six Sigma practitioners, executives, managers, and supervisors.

Autoren/Hrsg.

Trudell, Bill

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung
• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)

Inhaltsverzeichnis

A Manufacturing Family
Lessons Learned

My First Factory
Lessons Learned

Maybe Not Lean, But Lean Things
Do It Right the First Time
Product Development
Problem Solving
Takt Time
Standard Work
Lessons Learned

My First Process Improvement Project
Leadership Nirvana
Lessons Learned

Process Improvement Project #2
The New Owners Are at the Gate
Lessons Learned

My Lean Journey Begins
Water Spiders
The Building Is on Fire
Hazardous Spill
Lessons Learned

Outboard Marine Corporation — Marine Power
Products Group
Marine Power Product Group Purchasing
Getting to Know the Gemba: The Product and the People OMC–Burnsville OMC – Calhoun Lessons Learned
Jet Skis Lesson Learned
Cylinder Sleeves Lessons Learned
More Standard Work Lessons Learned

Japan Mr. Yamata Are You Sure He Is Not Mad at Me? Closing Out the Audit Mouth Test Lessons Learned
Multi-Plant Inventory Reduction Lesson Learned
Bearing Shortage Lesson Learned
Stickle Bricks: One-Piece Flow
Affinity Diagram Lesson Learned
The War Room Lesson Learned
The Project Continues
Design for Manufacture and Assembly
Proven Technology versus High-Tech Lesson Learned
Competitive Product Comparison Project: Boston
Consulting Group Lesson Learned

Lean Transformation # 1
The New plant manager The "Incentive" System
Quality at the End of the Line
The Aft Cabin
Rate versus Quality Let’s Summarize
The Loop
The Transformation Begins
5S
Quality: Stabilizing the Processes
Quarter Drills: Production Status Boards
Manufacturing Engineers/Process Improvement Technicians
Lean Training Boot Stripe Rework Reduction: Defects, Non-Value-Added Rework Lesson Learned
Where to Start
Grinding and Flipping Fiberglass Decks: Waste, Rework, Transportation, Motion
Fiberglass Small Parts

Components Plant
On Sabbatical
Let’s Get Lean

Lean Transformation #2
Process Improvement at Wellcraft Lamination Process Improvement Mold Care Project Assembly Process Improvement Implement 5S Quality Process Lean Six Sigma Cost Reduction Projects Product Development Lesson Learned

Improve Design Engineering Process
Lessons Learned

Improve Materials Management Process

Lean Transformation Strategies
Elements of a Successful Lean transformation Develop a Lean Roadmap Get a Lean Leader Establish a Lean Steering Committee Establish a Lean Resource Plan Establish a Lean Team in the Company Establish and Communicate the Lean Vision for the Company Develop the Roll-Out Plan Implement the Plan Implement Relentless Improvement Map and Improve Support Processes Move to Advanced Lean
Implement the Roll-Out Plan General Training: Lean Values, Overview 5S Implementation Map and Improve Value Streams Implement Lean Metrics and Visual Management Total Productive Maintenance (TPM) Align Product Development/New Product Launch with Lean Principles Deploy and Sustain Relentless Improvement Activities Map and Improve Support Processes Kaizen Events Move to Advanced Lean
Miscellaneous Topics

Various
Surviving
Organizational Politics Leadership
How to Conduct a Process Mapping Event DAY 1 DAY 2 DAY 3
Index

Über Autor(innen)

Bill Trudell is a passionate manufacturing professional and scholar of Lean Six Sigma. He has worked in manufacturing for twenty-five years in positions ranging from assembly line worker to middle management roles to vice president of quality and process improvement. He is currently president of Relentless Excellence LLC. a Lean Six Sigma practice, and has led or been directly involved in Lean Six Sigma transformations and projects for more than twenty years leading three factory Lean Six Sigma transformations.

Mr. Trudell graduated from the University of Tennessee and earned an MBA from Jacksonville State University. He holds the ASQ Certified Six Sigma Black Belt and the University of Michigan Lean Certificate. He is APIC and NAPM certified and has attended training at the University of Virginia’s Darden School of Business and Northwestern University’s Kellogg Graduate School of Management. Mr. Trudell co-authored Lean Six Sigma that Works published by AMACOM and his efforts were highlighted on the April 2007 cover of Composites Manufacturing Magazine.

He currently offers Lean Six Sigma leadership services through http://www.RelentlessExcellence.com.