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E-raamat: Building a Sustainable Lean Culture: An Implementation Guide

(BASF Chemical, Quincy, Florida, USA), (Maryville University, St. Louis, USA)
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Building a Sustainable Lean Culture: An Implementation GuideSuurem pilt
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This book is an implementation guide for creating a Lean Culture from the ground up while gaining buy-in from key stakeholders and being able to sustain the results. Everyone talks about implementing a Lean Culture, but only provides Lean Tools for the implementation. This book discusses implementing the entire system from three main aspects. It covers the people (structural and cultural), the operation system, and the tools. Also included is a full set of case studies to show real-life implementations as well.

FEATURES:











Discusses Leader Standard work for all employees





Covers the escalation process for tiers and daily accountability





Shows how to deal with a change of SOP's and standardization within an organization





Presents exercises for Lean Tools Implementation





Offers real-life case studies of implementing a Lean Culture while sustaining it

Building a Sustainable Lean Culture: An Implementation Guide discusses Lean Leadership from a managerial standpoint and ensures the Lean journey succeeds through accountability, standardized work, and technological advances utilizing Lean Systems.

Useful in manufacturing, services, IT, and healthcare, this book includes the implementation of empowering employees to want to build a Lean Culture.
Preface xiii
Acknowledgments xv
Authors xvii
1 Introduction to Lean and the Importance of Cultural Change
1(22)
Lean Overview
1(6)
Importance of Cultural Change
7(7)
Resistance to the Status Quo
14(1)
Utilizing Known Leaders to Challenge the Status Quo
14(1)
Communicating Change
15(4)
Conclusion
19(2)
Lean Philosophy as an Enterprise Solution
21(1)
Conclusion
21(1)
Questions
21(1)
References
22(1)
2 Management Support
23(22)
Lean Introduction
23(2)
Roles and Responsibilities
25(1)
Responsibilities of the Champion
25(1)
Responsibilities of the Team Leader
26(1)
Responsibilities of the Team Member
26(1)
Responsibilities of the Quality Leader
26(1)
Responsibilities of the Lean and Six Sigma Teams
27(1)
The DMAIC Improvement Methodology
27(1)
Project Resource Management Planning
28(3)
Accountability Process
31(1)
Purpose of Daily Accountability
31(1)
Structure of Daily Accountability
31(3)
The Meeting Rhythm (Working through the Tier Board)
34(8)
Coaching
42(1)
Why Coach?
42(2)
Conclusion
44(1)
3 HoshinKanri
45(22)
Lean and Strategic Thinking
45(1)
History of Hoshin Kanri
46(1)
Two Levels of Policy Deployment
47(1)
Planning for Policy Deployment
47(1)
Daily Management of Policy Deployment
48(3)
Hoshin Strategic Plan Summary
51(1)
How to Create a Hoshin Strategic Plan Summary for Your Organization
52(2)
Hoshin Plan Summary
54(2)
Implementation Strategies for Your Hoshin Plan Summary
56(1)
Decide Where You Want to Focus Your Improvement Efforts
56(1)
Hoshin Action Plan
57(2)
Hoshin Implementation Plan
59(1)
Hoshin Implementation Review
60(2)
The Three Main Tools of Policy Deployment
62(1)
Deming's Plan-Do-Check-Act Cycle
63(1)
Cross-Functional Management
64(1)
Catchball
64(1)
Conclusion
64(3)
4 The Tools
67(24)
Main Tenants of Lean
70(6)
Muda
76(1)
Safety, Quality, Delivery, Inventory, Productivity Metrics
76(1)
Tier 1 Visual Boards
76(1)
Performance Metrics
77(1)
Observation Intervals
77(1)
Trigger Points
77(1)
Performance -- Safety
77(2)
Performance -- Quality
79(1)
Performance -- Delivery
80(1)
Performance -- Inventory
80(1)
Performance -- Productivity
80(1)
Issue Resolution
81(1)
People -- Employee Attendance
81(1)
People -- Daily Work Assignments
82(1)
People -- Overtime Tracker
83(1)
People -- Vacation Planner
83(1)
People -- 3 × 3 Skill Matrix
83(1)
People -- Training Record
83(1)
People -- Employee Recognition
83(1)
CI -- Change Management
84(1)
CI -- 5S+1 Audit and Inspection Results
84(1)
CI -- Process Confirmation
84(1)
CI -- Employee Engagement
84(2)
Visual Management Examples
86(1)
Conclusion
86(3)
Questions
89(1)
Reference
90(1)
5 Building a Sustainable Lean Culture Case Study: Process Improvement
91(20)
Introduction
91(1)
Define Stage
92(1)
Conclusion of Define Phase
92(1)
Measure Phase
92(3)
Conclusion of Measure Phase
95(1)
Analyze Phase
96(1)
Conclusion of the Analyze Phase
97(1)
Improve Phase
98(8)
Conclusion of Improve
106(3)
Control Phase
109(1)
Conclusion of Project
109(2)
6 Business Process Management Case Study
111(16)
Executive Summary
111(1)
Project Management and Process-Based Organizations
112(1)
Change Management and Managing Conflict
113(4)
Data-Based Decision-Making
117(1)
Leadership
117(1)
Business Architecture and the Six Phases
118(1)
Lean and Six Sigma
119(6)
Innovation and Sustainability
125(2)
7 Employing Hoshin Kanri to Drive Lean Implementation and Culture Change
127(22)
Company Overview
127(3)
Developing Carjo's Hoshin Strategic Plan Summary
130(2)
Developing Carjo's Hoshin Plan Summary
132(1)
Takt Time
133(1)
Current-State Maps for Carjo Plants
134(4)
Analyzing Waste in Carjo's Plant #1
138(2)
Analyzing Waste in Carjo's Plant #2
140(1)
Analyzing Waste in Carjo's Plant #3
140(3)
Waste Elimination
143(1)
Developing Carjo's Hoshin Action Plan
144(1)
Developing Carjo's Hoshin Implementation Plan
144(2)
Preparing Carjo's Hoshin Implementation Review
146(1)
Next Steps for Carjo
147(2)
8 Continuous Improvement Toolkit
149(95)
5s
150(6)
Eight Wastes
156(1)
Kaizen
157(1)
Fishbone Diagrams
158(1)
Root Cause Analysis
158(1)
Process Mapping
159(2)
Financial Justification
161(3)
One-Point Lessons
164(2)
Value Stream Mapping
166(2)
Plan-Do-Check-Act
168(2)
Poka-yokes
170(4)
Kanbans
174(1)
Pull and Push Flows
175(2)
Visual Management
177(1)
Cellular Processing
178(1)
Mapping the Flow with Spaghetti Diagrams
179(1)
Histograms
180(2)
Pareto Charts
182(1)
Capability Analysis
182(2)
Control Charts
184(1)
X-Bar and Range Charts
185(1)
Calculation of Control Limits
185(1)
Plotting Control Charts for Range and Average Charts
186(1)
Plotting Control Charts for Moving Range and Individual Control Charts
186(1)
Defects per Million Opportunities
187(1)
Project Charters
188(2)
SIPOC
190(2)
Kano Model
192(1)
Critical to Quality
193(1)
Affinity Diagram
194(2)
Measurement Systems Analysis
196(1)
Gage R and R
196(5)
Process Capabilities
201(1)
Process Capability Example
201(1)
Capable process (Cp)
201(1)
Capability Index (Cpk)
202(1)
Possible Applications of Process Capability Index
203(1)
Potential Abuse of Cp and Cpk
204(4)
Variation
208(1)
Graphical Analysis
209(1)
Cause and Effect Diagram
210(2)
Failure Mode and Effect Analysis
212(4)
Hypothesis Testing
216(2)
ANOVA
218(1)
Correlation
219(1)
Simple Linear Regression
219(3)
Hypothesis Testing
222(1)
Theory of Constraints
222(4)
Single Minute Exchange of Dies
226(1)
What is SMED?
226(3)
Description of Stage 1 Separate Internal vs External Setup
229(1)
Function Checks
229(1)
Improved Transport of Parts and Tools
229(2)
Description of Stage 2 Convert Internal Setups to External Setups
231(1)
Description of Stage 3 Streamline ALL Aspects of the Setup Operation
231(1)
Ask Questions Like
232(1)
Improving Storage and Transport
233(1)
Streamlining Internal Setup
233(1)
Implementing Parallel Operations
233(2)
Total Productive Maintenance
235(1)
Design for Six Sigma
236(1)
Quality Function Deployment
237(1)
Design of Experiments
237(3)
Mood Median Test
240(3)
Control Plans
243(1)
Bibliography 244(1)
Index 245
Tina Agustiady, Elizabeth A. Cudney
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