Lean Enterprise

by Levinson, William A.

• ISBN13: 9780873895323
• ISBN10: 0873895320
• Format: Paperback
• Copyright: 2002-05-01
• Publisher: Asq Pr

Summary

Shows how modern companies can use lean techniques to achieve the kind of success that Ford, Toyota, and Dell have enjoyed. Presents a lean enterprise as a set of mutually supporting techniques and programs. Softcover.

Table of Contents

Preface: Lean Enterprise-A Synergistic Approach	xi
Henry Ford Taught Japan How to Make Cars	xii
Ford's Value Today	xiii
Overview of the Book	xiv
Chapter One: What Is Lean Enterprise?	1	(12)
Friction	1	(3)
The Basic Idea Is to Eliminate Waste	3	(1)
Synergy: Seeing and Using the Whole Elephant	4	(2)
Manufacturing: A Vital Issue	6	(7)
The Influence of Manufacturing on History	8	(2)
The Problem: Manufacturing's Decline	10	(1)
The Answer: Lean Manufacturing	11	(2)
Chapter Two: The Birth of JIT and Lean Manufacturing	13	(8)
The Toyota Production System	16	(5)
Pull	16	(1)
Quality	16	(1)
Autonomation (Jidoka)	17	(1)
Flow	18	(3)
Chapter Three: Lean Cultural Transformation	21	(14)
Change Management	21	(11)
The Need for Management Commitment	24	(1)
Performance Measurements Must Support Lean Manufacturing	24	(2)
Overcoming Self Limiting Paradigms	26	(2)
Elimination of Job Classifications	28	(1)
"Lean" Does Not Mean Downsizing	29	(3)
Don't Worry about High Wages	32	(1)
"Lean" Applies to the Whole Organization	32	(3)
Get Rid of Bureaucracy and Red Tape	33	(2)
Chapter Four: Lean Manufacturing Techniques	35	(74)
Friction: The Hidden Enemy	36	(5)
Types of Waste	38	(1)
False Economy Is Waste	38	(2)
The Frontline Worker's Role in Reducing Friction	40	(1)
Efficient Use of Materials	41	(8)
Design Parts and Processes for Waste Reduction: Make Parts, Not Chips and Shavings	43	(2)
Implications for ISO 14000 and Greenhouse Gas Reduction	45	(4)
Standardization	49	(2)
Best Practice Deployment	50	(1)
Product Design Principles	51	(4)
Value Analysis and Quality Function Deployment	53	(2)
5S-CANDO	55	(5)
55 Elements	57	(1)
More on Preventive Maintenance	58	(2)
Visual Controls	60	(5)
Visible Management and Production Control	63	(1)
Visual Controls and Quality	64	(1)
Cycle Time Reduction	65	(7)
Keep the Work Moving	67	(1)
Cycle Time and "Factory Physics"	68	(1)
Delays in Systems with Spare Capacity: "Hurry Up and Wait:'	69	(3)
Single-Minute Exchange of Die	72	(5)
External and Internal Setup	74	(3)
Error-Proofing (Poka-Yoke)	77	(2)
Team Oriented Problem Solving, 8 Disciplines	79	(5)
The "Question to the Void" or "Five Whys"	81	(2)
Quality Improvement Process	83	(1)
Six Sigma	84	(3)
Six Sigma Process Capability	85	(2)
Kaizen Blitz ("Lightning Continuous Improvement")	87	(3)
Factory Layout Strategy	90	(9)
Process-Oriented Layout (or Job-Shop Layout)	91	(2)
Cellular Manufacturing and Group Technology	93	(2)
Unitary Machines	95	(1)
Group Technology and Fixed-Position Equipment	96	(1)
Autonomous Assembly	97	(1)
Product-Oriented Layout	98	(1)
The Work Environment	99	(2)
Heating, Ventilation, and Air Conditioning	99	(1)
Lighting	100	(1)
Industry-Specific Techniques	101	(8)
Heat Treatment	102	(1)
Bricklaying	103	(1)
A Brick Is a Brick?	104	(1)
A Shovel Is a Shovel?	105	(4)
Chapter Five: The Theory of Constraints	109	(18)
TOC and JIT	110	(2)
The Constraint Buffer Provides an Advantage over JIT	111	(1)
Performance Measurements: The Cost Model	112	(5)
The Cost Model and Production Management	113	(2)
Marginal Costs and Revenues	115	(1)
Other Deficiencies of the Cost Model	116	(1)
The Throughput Model	117	(3)
Quality Costs and the Theory of Constraints	118	(1)
Implications for Quality Improvement Efforts	119	(1)
The Theory of Constraints and Improvement Priorities	120	(3)
Total Productive Maintenance	120	(3)
SMED and the Theory of Constraints	123	(1)
Quality and the Theory of Constraints	123	(1)
Applications to Product and Process Development	123	(4)
Constraints and Design of Experiments	124	(3)
Chapter Six: Single Unit Processing: One-Piece Flow	127	(16)
The Evils of Batch Processing	130	(8)
Batch Processing and Constraint Efficiency	132	(1)
Batch Processing versus Lean Manufacturing	133	(1)
Batch Processing and Cycle Times	134	(2)
Batch Processing and Statistical Process Control	136	(2)
Kanban and Just-in-Time	138	(5)
Kanban	139	(1)
Pull Production Control in a Blacksmith Shop	140	(1)
Small Lots Promote Quality and Productivity	140	(1)
Inventory Reduction and Semiconductor Product Quality	141	(2)
Chapter Seven: Synchronous Flow Manufacturing	143	(16)
What Is SFM?	143	(5)
Synchronization: Some Background	144	(1)
Three Systems: Ford, Kanban, and SFM	145	(3)
Synchronous Flow Manufacturing: Application	148	(1)
Elevate the System's CCRs through Constraint Management	148	(1)
Drum-Buffer-Rope (DBR)	149	(5)
Using the DBR System	149	(3)
The Shipping Buffer	152	(1)
Buffer Management	152	(1)
Production Scheduling	153	(1)
Constraint Buffer Graph	153	(1)
Buffer Management and Kanban	154	(1)
DBR Constraint Management: Application	154	(5)
Chapter Eight: Supply Chain Management	159	(26)
Dysfunctional Behavior in Supply Chains	161	(5)
Lack of Communication	161	(1)
The Beer Game: Long Feedback Loops	162	(1)
Suboptimization	163	(3)
Understand the Value Stream	166	(1)
Make the Supplier an Extension of the Factory	167	(2)
Throughput and the Supply Chain	169	(1)
Low Inventories Reduce Dependence on Market Forecasts	169	(1)
Practical Problems In Complex Supply Chains	169	(3)
Use Fewer Suppliers	172	(1)
Supplier Development	172	(3)
Customer Contact Teams	173	(1)
Customer Development	174	(1)
Transportation in the Supply Chain	175	(10)
World Sourcing: Don't (Unless There's a Compelling Reason)	176	(2)
Domestic JIT: Truck Sharing	178	(3)
Freight Management Services (FMSs) and Third Party Logistics (3PL)	181	(4)
Chapter Nine: Maximizing Profit in a Constrained Process	185	(14)
Profit Optimization Subject to Capacity Constraints	185	(7)
Linear Programming: Simplex Method	186	(1)
Shadow Prices: Where Best to Increase Capacity?	186	(3)
Example That Requires a Product Mixture for Optimum Profit	189	(2)
Effect of a Process Improvement	191	(1)
Profit Maximization Subject to Contractual Commitments	192	(3)
Profit Maximization Subject to Market Constraints	195	(4)
The Degenerate Solution	197	(2)
Chapter Ten: Program and Project Management	199	(18)
Critical Chain	200	(6)
Critical Chain Planning	202	(2)
Resources for Critical Chain Project Management	204	(1)
Assessment	204	(1)
The Importance of Time in Project Management	205	(1)
Critical Path Method	206	(5)
Crashing (Acceleration) of Critical Path Activities	209	(1)
Program Evaluation and Review Technique (PERT)	210	(1)
Present Value Analysis	211	(6)
Time Value of Money	212	(2)
Rate of Return	214	(3)
Chapter Eleven: Conclusion	217	(4)
Cultural Transformation	217	(1)
Single-Unit Flow	218	(1)
Another Ford Success Secret: Suppression of Variation in Processing Time	218	(1)
Production Management and the Theory of Constraints	218	(1)
Supply Chain Management	219	(1)
A Summary of the Lean Mindset	219	(2)
References	221	(6)
Index	227