Strategic Lean Mapping

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2012-02-20
  • Publisher: McGraw-Hill Education
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Proven strategies for using Lean maps and various improvement methodologies to increase efficiency and solve critical problems that affect the bottom line In Strategic Lean Mapping, continuous improvement expert Steve Borris promotes Lean mapping as a way to allow you to actually "see" your organization's processes and identify the problematic issues. This book shows quality professionals how to find out where the constraints are, what they are, what they are costing the company, and how to fix them using five different maps. In applying select techniques from Lean, Six Sigma, Kaizen, Theory of Constraints, and TPM, the author blends the most useful parts of a range of methodologies to come up with the perfect solution to the task at hand. Productivity tips, examples, and case studies are used throughout book. The strategies presented help small companies, large global organizations, and government agencies alike find ideal solutions for individual processes or projects. Strategic Lean Mapping Covers five different maps to allow you to find your organization's issues, see processes more clearly, and identify where the organization is losing money. The maps are: The Capacity Map:Blends a process map with OEE (Overall Equipment Efficiencies) and TOC (Theory of Constraints) The Capacity Analysis Table:Includes production data to help understand equipment capability The Capacity Bar Chart:See what the process looks like in relative throughput The Value & Capacity Stream Map:Looks for value or no value. What if we looked for an intermediate stage of "partial value?" The Decision Flow Chart:How do we decide? What are the risks if we make a mistake? (Case study: medical company) In-depth coverage: Introduction; The Storm Before the Calm; Finding Improvement Opportunities; The Big Picture Map; Process Mapping; Capacity Mapping; Lean Manufacturing; Problem Solving and Decision Making

Table of Contents

Chapter 1. The Storm Before the Calm
Chapter 2. Finding Improvement Opportunities
Chapter 3. The Big Picture Map
Chapter 4. Process Mapping
Chapter 5. Capacity Mapping
Chapter 6. Lean Manufacturing, the Value-Stream Map, and Partial Value
Chapter 7. Problem Solving and Decision Making

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