How to Implement Lean Manufacturing | by Lonnie Wilson | 2010 | ISBN: 9780071625074. Toyota Production System. Make-to-Order Production Systems. Inventory Management Systems. Implementing Lean Strategies on the Production Line. Hoshin–Kanri Planning. Kanban Calculations.

January 18, 2010 by kutenk
Filed under: Business Books, Engineering Books 

How to Implement Lean Manufacturing

by Lonnie Wilson
2010 (336 pages)
ISBN:9780071625074

Filled with detailed examples and global case studies, this real-world resource offers solutions for implementing lean manufacturing in an enterprise environment, covering the engineering and production aspects as well as the business culture concerns.

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How to Implement Lean Manufacturing







Preface
Why I Am Writing This Book
Really, It’s Not That Complicated, so Let’s Get Started
Huge Gains Can Be Made
Separating Out the Intimidating Cultural Aspects
To Enhance Your Understanding




Chapter 1 – What Is the Perspective of This Book?
From a Practical Perspective
From an Engineering Viewpoint without Much Cultural Advice
This Book Has a “How to” Perspective
And to Those in Manufacturing Who Seek Huge Gains
Chapter Summary

Chapter 2 – Lean Manufacturing and the Toyota Production System
The Popular Definition of Lean
What Is Lean?
What Did Ohno Say about the Toyota Production System?
The TPS and Lean Manufacturing Defined
Who Developed the TPS?
The Two Pillars of the TPS
What Is Really Different about the TPS?
The Behavioral Definition
The Business Definition
Several Revolutionary Concepts in the TPS
The TPS Is Not a Complete Manufacturing System
A Critical and Comparative Analysis of Various Philosophies
Where Lean Will Not Work… or Not Work Quite so Well
Chapter Summary

Chapter 3 – Inventory and Variation
Background
Just Why Do I Have and Why Do I Need the Inventory?
What Is So Bad about Inventory?
About Variation
Buffers
Kanban
Kanban Calculations
Finished Goods Inventory Calculations
Kanban Calculations
Make-to-Stock versus Make-to-Order Production Systems
Chapter Summary



Chapter 4 – Lean Manufacturing Simplified
The Philosophy and Objectives
The Foundation of Quality Control
Quantity Control
Chapter Summary

Chapter 5 – The Significance of Lead Time
Overview
Some History of Lead Time
Benefits of Lead-Time Reductions
Excalibur Machine Shop, Lead-Time Reductions
Techniques to Reduce Lead Times
Chapter Summary

Chapter 6 – How to Do Lean—Cultural Change Fundamentals
Three Fundamental Issues of Cultural Change
Some Cultural Aspects of a Lean Implementation Worthy of Further Thought
Chapter Summary
Appendix A—Problem Solving and Standardization: How Are They Similar?

Chapter 7 – How to Do Lean—The Four Strategies to Becoming Lean
Overview of the Lean Implementation Strategies
Implementing Lean Strategies on the Production Line
Chapter Summary
Appendix A—The Takt Calculation
Appendix B—The Basic Time Study
Appendix C—The Balancing Study
Appendix D—The Spaghetti Diagram
Appendix E—Value Stream Mapping





Chapter 8 – How to Implement Lean—The Prescription for the Lean Project
An Overview on How to Implement Lean
A Key Question to the Implementation
Step 1: Assess the Three Fundamental Issues to Cultural Change
Step 2: Complete a Systemwide Evaluation of the Present State
Step 3: Perform an Educational Evaluation
Step 4: Document the Current Condition
Step 5: Redesign to Reduce Wastes
Step 6: Evaluate and Determine the Goals for This Line
Step 7: Implement the Kaizen Activities
Step 8: Evaluate the Newly Formed Present State, Stress the System, Then Return to Step 1
Lean Goals
What to Do with the Plan?
Chapter Summary
Appendix A—The Second Commitment Evaluation of Management Commitment




Chapter 9 – Planning and Goals
Some Background
Hoshin–Kanri Planning
Why Are Goals and Goal Deployment So Important?
Policy Deployment
Leadership in Goal Development, Deployment, and Determining What “Should Be”
Chapter Summary

Chapter 10 – Sustaining the Gains
Why Is It So Important?
How Do We Know There Is a Loss?
What Is Process Gain?
Chapter Summary

Chapter 11 – Cultures
Background Information on Cultures
The Toyota Production System and Its Culture
What Should We Do with Our Lean Culture?
Chapter Summary

Chapter 12 – Constraint Management
Bottleneck Theory
Chapter Summary

Chapter 13 – Cellular Manufacturing
Cellular Manufacturing
The Gamma Line Redesign to Cellular Manufacturing
Chapter Summary

Chapter 14 – The Story of the Alpha Line
How I Got Involved
Initial Efforts to Implement Cultural Change
Some of the Results
Continuous Improvement, as It Should Be
The Cool Story of SPC: SPC Done Right!
How Did the Alpha Line Management Team Handle the Fundamentals of Cultural Change?
Chapter Summary



Chapter 15 – The Story of the Bravo Line—A Tale of Reduced Lead Times and Lots of Early Gains
Overview
Background Information
Implementing the Prescription
The Results
Chapter Summary

Chapter 16 – Using the Prescription—Three Case Studies
Why These Case Studies?
Lean Preparation Done Well: The Story of Larana Manufacturing
The Zeta Cell: A Great Example of Applying the Four Strategies to Reduce Waste and Achieve Huge Early Gains
The Case of the QED Motors Company: Another Great Example of Huge Early Gains on an Entire Value Stream
Applying the Second Prescription at QED Motors—How to Implement Lean

Chapter 17 – The Precursors to Lean Not Handled Well
Background to the ABC Widgets Story
We Analyze the Data
Summary of Results
How Did the Management Team from ABC Widgets Handle the Fundamentals of Cultural Change?
The Real Message
Chapter Summary



Chapter 18 – An Experiment in Variation, Dependent Events, and Inventory
Background
The Experiment

Chapter 19 – Assessment Tools
Overview
The Five Tests of Management Commitment to Lean Manufacturing
The Ten Most Common Reasons Lean Initiatives Fail (in Part or Totally)
The Five Precursors to Implementing a Lean Initiative
Process Maturity

Chapter 20 – A House of Lean
Glossary
Bibliography

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