The portal to lean production: principles and practices for doing more with less
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| Main Authors: | , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boca Raton, Fla. [u.a.]
Taylor & Francis
2006
|
| Series: | Series on resource management
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XVIII, 323 S. Ill., graph. Darst. |
| ISBN: | 084935031X |
Staff View
MARC
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| 245 | 1 | 0 | |a The portal to lean production |b principles and practices for doing more with less |c John Nicholas ; Avi Soni |
| 264 | 1 | |a Boca Raton, Fla. [u.a.] |b Taylor & Francis |c 2006 | |
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Record in the Search Index
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| adam_text | Contents
Preface xiii
Acknowledgments xv
The Authors xvii
1 Portal to Lean Production 1
1.1 Race with a Moving Finish Line 2
1.1.1 Center of the Manufacturing Universe 2
1.1.2 Customer Expectations 3
1.1.3 Everyone Is in the Race 3
1.2 Awakening to Lean Production 4
1.2.1 Abandoning Manufacturing 4
1.2.2 Lean Is Different 5
1.2.3 Resistance to Lean 6
1.2.4 Universal Application 7
1.3 The Portal 7
1.3.1 Elements of the Portal 7
1.3.2 Application of the Model 9
1.4 The Organization of the Book 9
Notes 12
Part I The Journey, First Steps 13
2 Beginnings 15
2.1 Toyota Production System 17
2.2 Quick History of TPS 17
2.2.1 Back, Before Toyota 18
2.2.2 Early Automobile Production 19
2.2.3 Visit to the Rouge 20
2.2.4 Stocking a Supermarket 21
2.2.5 Inherent Flexibility 22
2.2.6 Getting Competitive 23
2.2.7 Eliminate Waste 24
2.2.8 Focused Factories, Cells, and Subplants 25
v
vi ¦ The Portal to Lean Production 2.2.9 Automating No Defects 25
2.2.10 A System Takes Form 26
2.2.11 Beyond the Factory 27
2.2.12 From Aircraft to Autos 28
2.3 TPS and the Portal to Lean Production 29
Notes 30
3 First Glimpse of a Manufacturing Cell 31
The Indiana Plant 32
A New Concept Takes Hold 32
Expanding the Concept 33
3.1 Cellular Manufacturing 35
3.1.1 Workcell Operation 35
3.1.2 Output Flexibility 36
3.2 Throughput and Quality 37
3.2.1 Myth of Large-Batch Production 38
3.2.2 Small-Batch Production 39
3.2.3 Product Quality 42
3.2.4 One-Piece Flow 42
3.2.5 Workcell Size 43
3.2.5.1 Number of Operators 43
3.2.5.2 Number of Operations 43
3.2.6 Applications 44
3.2.7 Muda 44
Note 45
4 Gaining Experience, Broadening the Concept 47
Trap Cell 48
4.1 Product Family Concept 49
4.1.1 Cell Design for a Product Family 49
4.1.2 Uniform Load for the Product Family 50
4.2 Scheduling for Uniform Load 52
4.2.1 Lumpy Schedules 53
4.2.2 Heijunka 54
4.2.3 Forced Improvement and Elimination of Waste 56
4.2.4 Takt Time 56
4.2.5 Process Stability 57
Implementing the Trap Cell 57
Data Gathering 58
Trap Cell Becomes Reality 58
4.3 Cell Design 59
4.3.1 Cycle Time 60
4.3.2 Design of Assembly Cells 60
4.3.3 Design of Machining Cells 63
4.3.4 Workcell Capacity 66
4.3.5 Productivity Improvement 67
4.3.6 Minimum Tolerable CT 68
Notes 68 ;
I
Contents ¦ vii
5 Applying the Cell Concept Plantwide 69
The Revelation 70
Avoiding the Big Machine Bottleneck 70
Linked Operations 73
Revelation: Cellularize Everything 75
5.1 Linked Workcells and Subcells 76
5.1.1 Coordinated Operations 78
5.1.2 Cell Operator Duties 79
5.1.3 Cell Equipment 80
5.2 Implementation 81
5.2.1 The MRP System 81
5.2.2 Operator Roles and Responsibilities 81
5.2.3 Training 82
5.2.4 Incentives 82
5.2.5 Standards 82
5.2.6 Management Support 83
52.7 Cell Planning, Design, and Launch 83
5.2.8 You Need All This to Be Lean 84
Notes 85
Part II Building Up Steam 87
6 Kanban 89
Inventory Mess 90
Adopting Pull Production 90
Time for a New Approach 91
Additions to the System 99
Problems Encountered 99
Lessons Learned 100
6.1 Pull-Production Concepts 101
6.1.1 Stockless Production 101
6.1.2 Containers and Cards 102
6.1.3 Process Improvement 102
6.2 Number of Kanbans 103
6.2.1 Mathematical Computation 103
6.2.2 Operator-Set Kanban Targets 105
6.2.3 Safety Margin 106
6.2.4 Special Cases, Other Issues 107
6.3 Signal and Control: Methods and Issues 107
6.3.1 e-Kanban 108
6.3.2 Cardless Kanban Systems 108
6.3.3 Conditions 109
6.3.4 Limitations HI
6.3.5 Visual Management HI
Notes 112
viii ¦ The Portal to Lean Production
7 Total Productive Maintenance 113
Breakdown in the Trap Cell 114
Concepts of Maintenance Management 115
Basic Preventive Maintenance 115
Maintenance Management System 116
Operator Ownership 116
Lubrication 116
Maintenance Staff Responsibilities 118
7.1 Preventive Maintenance 120
7.1.1 Equipment Effectiveness 123
7.1.1.1 Availability 123
7.1.1.2 Efficiency 124
7.1.1.3 Quality 125
7.1.1.4 Overall Equipment Effectiveness 125
7.1.2 Preventive Maintenance Programs 126
7.1.2.1 Normal Operating Conditions 126
7.1.2.2 Equipment Requirements 127
7.1.2.3 Cleanliness and Organization 127
7.1.2.4 Daily Monitoring 128
7.1.2.5 Scheduled Preventive Maintenance 128
7.1.2.6 Information Management 129
7.1.2.7 Predictive Maintenance 132
7.1.2.8 Operator Involvement 133
7.2 Total Productive Maintenance 134
7.2.1 Equipment Restoration and Redesign 134
7.2.2 New Roles for Maintenance Staff 135
7.2.3 Eliminate Human Error 135
7.2.4 Implementation 136
Notes 140
8 Quick Changeover 141
A Tale of Two Plants 142
Setup Reduction Expert 142
New Opportunity 143
8.1 Setup Reduction Concepts and Techniques 148
8.1.1 Traditional Approaches 148
8.1.2 Setup Reduction Methodology 149
8.2 SMED Procedure 150
8.2.1 Step 1: Distinguish Internal Tasks from External Tasks.... 150
8.2.2 Step 2: Convert Internal Tasks to External Tasks 151
8.2.3 Step 3: Improve Every Task in the Setup Procedure 152
8.2.4 Step 4: Abolish the Setup 153
8.3 Techniques for Setup Reduction 154
Checklist 154
Attachments and Fasteners 154
Eliminate Adjustments 155
_____ Contents ¦ ix
Storage 156
Carts 157
Material Handling 157
8.4 Setup-Reduction Projects 158
8.5 Component of a Larger System 160
Notes 160
9 Standard Work 161
Strange-Looking Charts 162
9.1 Concept of Standard Work 163
9.1.1 Standard Work vs. Work Standards 163
9.1.2 Consistency and Quality 164
91.3 Standardization: Precursor for Improvement 165
9.2 What Is Standard Work? 165
9.2.1 Essential Elements 165
92.2 Standard Work Definition: Tools and Process 167
9.3 Critical Role in Kaizen 171
Notes 175
10 Focused Factories 177
Early Focused-Factory Experience 178
Focused-Factory Team Leaders 179
A Little Knowledge Can Be 180
Clash of the Old and the New 181
10.1 Focused Factory 182
10.1.1 Concepts 182
10.1.2 How Small? 183
10.1.3 What to Focus On: Focused-Factory Variants 184
10.2 Microdesign Issues 187
10.2.1 Flexible Flow Lines 187
10.2.2 Flexible U- and S-Lines 187
10.2.3 Working Out the Final Layout 188
10.3 Clustering Products and Operations 189
10.3.1 Establishing Product and Machine Groupings 189
10.3.2 Cluster Analysis 190
10.3.3 Natural Groups, Then What? 192
10.3.4 Machine Utilization 194
10.4 Focused-Factory Organization 194
Notes 197
11 Customer-Focused Quality 199
Listening to Your Customers 200
Customer Complaint 200
Statistical Variation 203
Experimentation 204
Awakening 205
Road to Six Sigma 206
x ¦ The Portal to Lean Production
11.1 Quality Assurance in Lean Production 207
11.1.1 Six Sigma Quality 207
11.1.2 Statistical Interpretation 207
11.1.3 Quality Programs 209
11.1.4 Quality-Improvement Process 210
11.1.5 Training and Certification 210
11.1.6 Quality Ownership, Employee Empowerment 211
11.2 Problem-Solving Tools 212
11.2.1 The Five-Why Analysis 212
11.2.2 Magnificent 7 213
11.2.2.1 Checksheet 213
11.2.2.2 Histogram 213
11.2.2.3 Pareto Analysis 213
11.2.2.4 Scatter Diagram 214
11.2.2.5 Process Flowchart 216
11.2.2.6 Cause-Effect Analysis 217
11.2.2.7 Run Diagram 218
11.3 Statistical Process Control 220
11.3.1 Control Chart 220
11.3.2 Process Stability 222
11.3-3 Process Capability 223
11.4 Nonstatistical Process Control 224
11.5 Quality at the Source 224
11.5.1 Source Inspection 224
11.5.2 Self-Checks 225
11.5.3 Successive and Special Checks 225
11.5.4 Self-Check Success 225
11.5.5 Andons 226
11.5.6 Pokayoke 226
11.5.7 Line Stop 228
11.6 Quality Improvement and TPS 228
Notes 228
Part III Sustaining Momentum 231
12 Employee Involvement, Workplace Organization, Kaizen...233
12.1 Employee Involvement and Workplace Organization 234
12.1.1 Five S 235
12.1.2 Workplace Organization and Kaizen 236
12.1.3 Kaizen Blitz 237
12.1.4 Kaizen Projects 239
Kaizen of Main Vent Assembly Cell 239
Kickoff Meeting, 9 a.m 240
12.2 Value Stream Mapping 241
Main Vent Assembly Cell
Walkthrough, 10:30 a.m 243
Mapping the Process 244
Contents ¦ xi
Few Weeks Later: Current State 245
One Year Later: Future State 247
VSM and the Trap Cell 248
Notes 249
13 Supply-Chain Partnerships 251
Learning from Our Suppliers 252
Problems with Parts 253
Building Bonds with a Supplier 254
Building Bonds in the Supply Chain 255
13-1 Supply-Chain Concept 256
13.1.1 Supplier-Induced Variability 257
13.1.2 Core Competency 258
13.2 The Lean Supply Chain 259
13-3 Partner Relationships 260
13.3.1 Purchase Criteria 260
13.3-2 Design Input 261
13.3-3 Number of Suppliers 261
13.3-4 Partner Agreement 262
13.3.4.1 Price 262
13.3.4.2 Quality 262
13.3.4.3 Delivery 263
13.3-5 Order/Replenishment 263
13.3-6 Point-of-Use Delivery 266
13-4 Little Customer, Big Supplier 267
13.5 This Can Be Difficult 268
Notes 269
14 The Lean Enterprise 271
Product Design 272
Paddle-Arm Problem 272
Robust for Manufacture 273
Robust for Usage 275
14.1 Lean Product Development 276
14.2 Process Engineering 277
14.3 Purchasing Function 277
14.3.1 Evolution of Purchasing 278
14.3.2 Role of Purchasing in Lean Production 278
14.3.2.1 Requirements Specification 278
14.3.2.2 Supplier Assessment, Selection, and
Contracting 280
14.3-2.3 Managing Supplier Relationships 280
14.3.2.4 Developing Supplier Capabilities 280
14.3.2.5 Representing Suppliers 280
14.4 Accounting and Finance 281
: 14.4.1 Standard Cost Accounting 281
I 14.4.2 Activity-Based Costing 282
I 14.4.3 Measuring Performance 283
xii ¦ The Portal to Lean Production 14.5 Sales and Marketing 286
14.5.1 Smooth Out Demand 286
14.5.2 Encourage Customer Involvement in Product Design.... 286
14.5.3 Narrow the Product Mix 287
14.6 Human Resources 287
14.6.1 Skill Development and Training 287
14.6.2 Incentives 288
14.6.3 Union Involvement 288
14.6.4 Hiring Criteria 288
14.6.5 Layoffs 289
Notes 290
15 Lean Culture Transformation 291
15.1 Organization Culture 292
15.1.1 Roots of Lean Production 293
15.1.2 Lean Culture 293
15.1.3 Influencing Cultural Change 294
15.1.4 Resistance to Change 295
15.1.5 Why Is Cultural Change Important? 295
15.2 Role of Management 296
15.2.1 Mission: Constancy of Purpose 296
15.2.2 Understand Processes 296
15.2.3 Model Lean Behavior 297
15.3 Sustaining Momentum 298
15.3.1 Lesson 1. Lean Champion 298
15.3-2 Lesson 2. Knowledgeable Assistance 298
15.3-3 Lesson 3. Plan 298
15.3-4 Lesson 4. Train 299
15.3-5 Lesson 5. Display Goals and Performance 299
15.3.6 Lesson 6. Discipline 299
15.3.7 Lesson 7. Employee Trust 299
15.38 Lesson 8. Role of Line Management 300
15.39 Lesson 9. Early Demonstration of Success 300
15.3.10 Lesson 10. Combat Lethargy 300
15-3-11 Lesson 11. Patience and Impatience 300
15.3-12 Lesson 12. Commitment from the Top 301
15.3-13 Lesson 13- Understanding the True Value of Lean 301
15-3.14 Lesson 14. Do Not Wait 301
154 Transformational Leadership 302
15.5 Mistakes 303
Closing Thoughts 304
Notes 305
Appendix A: Glossary 307
Index 311
|
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| id | DE-604.BV026559027 |
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| indexdate | 2024-07-09T23:14:53Z |
| institution | BVB |
| isbn | 084935031X |
| language | English |
| lccn | 2005050668 |
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| physical | XVIII, 323 S. Ill., graph. Darst. |
| publishDate | 2006 |
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| spelling | Nicholas, John M. Verfasser aut The portal to lean production principles and practices for doing more with less John Nicholas ; Avi Soni Boca Raton, Fla. [u.a.] Taylor & Francis 2006 XVIII, 323 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Series on resource management Production management Manufacturing processes Production control Just-in-time systems Lean Production (DE-588)4287302-2 gnd rswk-swf Produktionsorganisation (DE-588)4175805-5 gnd rswk-swf Lean Production (DE-588)4287302-2 s Produktionsorganisation (DE-588)4175805-5 s DE-188 Soni, Avi Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022121020&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Nicholas, John M. Soni, Avi The portal to lean production principles and practices for doing more with less Production management Manufacturing processes Production control Just-in-time systems Lean Production (DE-588)4287302-2 gnd Produktionsorganisation (DE-588)4175805-5 gnd |
| subject_GND | (DE-588)4287302-2 (DE-588)4175805-5 |
| title | The portal to lean production principles and practices for doing more with less |
| title_auth | The portal to lean production principles and practices for doing more with less |
| title_exact_search | The portal to lean production principles and practices for doing more with less |
| title_full | The portal to lean production principles and practices for doing more with less John Nicholas ; Avi Soni |
| title_fullStr | The portal to lean production principles and practices for doing more with less John Nicholas ; Avi Soni |
| title_full_unstemmed | The portal to lean production principles and practices for doing more with less John Nicholas ; Avi Soni |
| title_short | The portal to lean production |
| title_sort | the portal to lean production principles and practices for doing more with less |
| title_sub | principles and practices for doing more with less |
| topic | Production management Manufacturing processes Production control Just-in-time systems Lean Production (DE-588)4287302-2 gnd Produktionsorganisation (DE-588)4175805-5 gnd |
| topic_facet | Production management Manufacturing processes Production control Just-in-time systems Lean Production Produktionsorganisation |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=022121020&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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