Verfügbarkeit: Applied lean business transformation

Applied lean business transformation: a complete project management approach

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1. Verfasser:	Hobbs, Dennis P. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Ft. Lauderdale, FL J. Ross Pub. c2011
Schlagworte:	Production management Lean manufacturing Project management
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Includes index.
Beschreibung:	xxv, 483 p. ill. 24 cm
ISBN:	9781932159790

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MARC


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Datensatz im Suchindex

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adam_text	Titel: Applied lean business transformation Autor: Hobbs, Dennis P. Jahr: 2011 CONTENTS Introduction...............................................................................................ix Acknowledgments....................................................................................xxi About the Author...................................................................................xxiii Web Added Value™..................................................................................xxv PART I. MAKING THE CASE FOR A LEAN TRANSFORMATION Chapter 1. The Applied Lean Business Transformation: Before and After... 3 Some Thoughts about the Lean Strategy...................................................................4 What Is the Return on Investment?....................................................................5 Use Bold Initiatives or Take Baby Steps as an Implementation Strategy?.... 6 Use Stand-Alone Techniques as an Implementation Strategy?......................6 Value Stream Mapping..................................................................................7 5S.......................................................................................................................9 Kaizen.............................................................................................................11 Beware of a Transformation in Name Only....................................................12 Beware of Other Organizational Units with Conflicting Agendas .............13 Carefully Consider the Lean Methodologies...................................................16 Take a Holistic Approach to Lean Transformation...............................................18 Three Long-Standing Paradigms That Drive Costs in Manufacturing..............22 Paradigm 1: Group Resources by Function.....................................................23 Paradigm 2: Route Products in Batches...........................................................28 Paradigm 3: Seek Level Production Schedules................................................34 Traditional Planning Systems Enable the Three Manufacturing Paradigms.....39 Traditional Manufacturing Systems Drive the Three Manufacturing Paradigms.................................................................................................................41 Are Lean and MRP Compatible?.............................................................................45 Seeing the Forest through the Trees.........................................................................47 Reference......................................................................................................................50 Chapter 2. The Lean Operating System: A Different Way of Thinking.......51 Operational Features of the Lean Operating System.............................................53 One- Unit-at-a-Time Production..............................................................................55 Balanced Resources.....................................................................................................58 Linked Resources........................................................................................................61 Flexible Resources for Matching Demand..............................................................65 Standard Work Assigned to Each Workstation.....................................................68 Quality at the Task Level............................................................................................77 Kanban Management of Materials, Orders, and Work........................................81 Reference......................................................................................................................88 Chapter 3. The Lean Operating System: Identifying the Benefits................89 Understand the Mechanics, Challenges, and Benefits before Embracing the Lean Operating System................................................................90 Improved Manufacturing Response Time to Meet Customer Demand.............92 Lower Inventory Levels..............................................................................................93 Smaller Working Capital Requirements..................................................................95 Simplified Management.............................................................................................97 Improved Productivity..............................................................................................99 Operational Improvements.....................................................................................100 Assess the Strategic Benefits....................................................................................100 Conduct a Strategic Business Assessment.....................................................101 Use a Template to Prepare the Strategic Business Assessment..................102 Complete the Strategic Business Assessment................................................103 Use the Strategic Benefits Assessment to Make the Business Case for a Lean Transformation...................................................................................105 Reference....................................................................................................................114 Chapter 4. A Lean Business Transformation Is Not a Grass Roots Project - It Must Be Led...................................................................115 The Challenge for Executives: Becoming Motivated for Change......................118 Employee Types........................................................................................................121 Good Soldiers.....................................................................................................121 Skeptics................................................................................................................122 Resisters...............................................................................................................123 The Lean Dilemma...................................................................................................125 How Does a Company Differentiate Itself from the Competition?..................127 Have a Strategy or Throw Money at a Problem?.................................................131 Lean Strategy and Working Capital.......................................................................134 References...................................................................................................................135 PART II. TRANSFORMING THE BUSINESS Chapter 5. The Company: Making the Transformation to a Lean Operating System................................................................................139 Challenges for a Change Agent...............................................................................143 Assess Readiness................................................................................................144 Establish Basic Progress Reporting.................................................................147 Designing the Line: Determining Project Scope..................................................150 Designing the Line: Selecting the Products...........................................................152 Designing the Facility: Establishing Line Capacity..............................................156 Sources of Customer Demand Information..................................................159 Forecasting Future Demand............................................................................161 Volume at Capacity: A Statement of the Sales Plan.............................................163 Reference....................................................................................................................166 Chapter 6. The Lean Line: Identifying the Manufacturing Processes.........167 Identifying the Processes with a Process Flow Diagram.....................................168 Determining the Product Families for a Mixed-Model Production Line........170 Developing Multiproduct Families with a Mixed-Model Process Flow Diagram........................................................................................................173 Constructing a Process Map....................................................................................176 Handling Rework, Scrap, and Product Options on the Product Flow Diagram........................................................................................................179 Rework................................................................................................................179 Scrap....................................................................................................................184 Product Options................................................................................................186 Determining Takt Time...........................................................................................189 Managing the Numerators and Denominators of Takt Time............................193 Documenting the Process Work Elements and Quality Criteria on the Product Flow Diagram.............................................................................200 Defining the Standard Work of a Product in a Process..............................200 Identifying Value-Added and Non-Value-Added Work in the Standard Work Definition Template...........................................................................206 The Value of Information Gathering for the Process Flow Diagram: Identification of Non-Value-Added Work and Quality Considerations for Kaizen Activities....................................................................................................209 Determining Total Process Time............................................................................212 Chapter 7. The Lean Line: Resources, Line Design, and Management.......215 Utilizing Resources: The Lean Approach..............................................................215 Utilizing Resources: The Traditional Approach..................................................219 Achieving Utilization Balance: The Traditional Approach................................223 Achieving Production Goals: The Traditional Approach...................................225 Achieving Balance with Lean Manufacturing.......................................................228 Determining the Amount of Resources Needed Using Takt Time...........232 Determining Additional Information Using a Process Map......................240 Defining the Types of Required Resources....................................................247 Assigning the Standard Work to Workstations............................................252 Balancing the Standard Work at Workstations............................................253 Developing the Initial Shop Floor Layout.............................................................260 Implementing the Shop Floor Layout....................................................................263 Managing the New Lean Line.................................................................................265 Use a Production Kanban................................................................................265 Use the Managing-by-Walking-Around Technique....................................270 Going Forward: Avoid Management Indifference.......................................273 Reference....................................................................................................................274 Chapter 8. The Kanban System: A Component Materials Strategy............275 The In-Process Kanban............................................................................................279 Using the In-Process Kanban to Modify Production Output............................280 The Two-Bin Kanban System: Design and Operation.......................................289 Raw and In-Process Materials.........................................................................291 The Pull Sequence.............................................................................................292 Replenishment of Raw and In-Process Materials.........................................293 Pull Chains..........................................................................................................294 Using Replenishment Time as Inventory Policy..........................................297 Container Quantities.........................................................................................298 Inventory Investment........................................................................................299 Role of Material Handlers................................................................................301 Establishing Daily Inventory Demand...........................................................303 Supply Chain Management..............................................................................305 The Advantages of a Using a Two-Bin Kanban System......................................307 A Simple Physical Signal..................................................................................308 Production Flexibility: Maximum Variety Each Day...................................308 Simplified Inventory Turn Rate Management..............................................312 Simplified Inventory Maintenance Management.........................................313 Invisible Material Shortages on the Production Line..................................314 The Multiple-Card Kanban System........................................................................319 In an Independent Cell.....................................................................................320 Establishing Kanban Quantities and the Number of Cards........................323 Chapter 9. The Kanban System: Considerations for Operating the System......................................................................................................329 Using Fulfillment Policy to Meet Customer Demand.........................................331 Fulfillment Policy: The Customer Might Be King, but Are All Customers Equal?......................................................................................................................336 Materials Management Is Hands-On.....................................................................338 Making the Kanban System Operational..............................................................341 Containers, Quantities, and Replenishment Signals....................................342 Material Presentation........................................................................................343 Kanban Management........................................................................................346 Sequencing Customer Configurations...........................................................349 Extending Material Requirements to the Supply Chain.....................................352 Ensuring Consistent Material Quality and On-Time Delivery..........................355 Selecting Candidates for Supplier Certification............................................357 Steps in Supplier Certification.........................................................................360 The Benefits of Supplier Certification............................................................364 PART III. EXPANDING APPLIED LEAN TECHNOLOGY THROUGHOUT THE ENTERPRISE Chapter 10. Beginning the Operation of a Lean Line..................................369 Day One......................................................................................................................371 Day Two.....................................................................................................................372 Day Three...................................................................................................................373 Day Four.....................................................................................................................374 Day Five and Beyond................................................................................................377 Daily Lean Line Operation: Ten Commandments for Continuous Improvement.........................................................................................................379 Commandment 1: Continually Seek Perfect Balance with the Takt Time Target for All Operations.............................................................................379 Commandment 2: Continually Strive to Eliminate All Non-Value-Added Work Elements to Achieve Minimum Total Product Cycle Time........382 Commandment 3: Strive to Eliminate Process Variability.........................384 Commandment 4: Enforce 5S Housekeeping Practices..............................387 Commandment 5: Ensure Clear and Visible Downstream In-Process Kanban Signals for Every Operator............................................................391 Commandment 6: Facilitate the Collection of Continuous Process Improvement Ideas from Everyone Working on the Line......................393 Commandment 7: Ensure Adequate Training to Allow Operators to Flex a Minimum of One Workstation Downward and One Workstation Upward from Their Primary Workstations on Any Given Day............395 Commandment 8: Reward Achievement of Performance and Flexibility Goals to Reinforce Desired Behavior..........................................................398 Commandment 9: Match Output of the Line to Daily Sales by Modifying the Number of Assigned Operators Every Day.........................................402 Commandment 10: When Confronted with Options, Always Choose Simple versus Complex and Resolve Lean Manufacturing Issues with Lean Manufacturing Techniques.................................................................407 Chapter 11. Taking Lean Technology to the Next Level..............................413 Lean in Administrative Areas.................................................................................414 Working Styles in Administrative Areas...............................................................416 Administrative Areas and Non-Value-Added Work..........................................417 Designing a Service Routine to Become Lean...............................................421 Using Lean Tools to Document the Flow of a Service Routine..................423 Using Lean Methodology to Determine Service Routine Volume and the Required Resources.........................................................................430 Communication: The Value of Sharing Common Knowledge Enterprise-Wide....................................................................................................433 Chapter 12. Lean Across the Enterprise.......................................................437 The Importance of Enterprise-Wide Linkage.......................................................438 The Organizational Impact of Lean on Functional Departments.....................442 Sales and Marketing..........................................................................................442 Purchasing..........................................................................................................445 Quality Management.........................................................................................447 Design Engineering...........................................................................................450 Finance and Cost Accounting.........................................................................452 The Impact of Absorption Costing..........................................................453 The Challenges to Changing an Existing Cost Accounting System... 455 Materials Management.....................................................................................456 Equipment Maintenance..................................................................................459 Human Resources..............................................................................................460 Managing Resistance to Change..............................................................460 The Role of Operators ..............................................................................461 The Role of Managers................................................................................462 The Role of Support Staff..........................................................................464 Lean Enterprise-Wide..............................................................................................465
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spelling	Hobbs, Dennis P. Verfasser aut Applied lean business transformation a complete project management approach Dennis P. Hobbs Ft. Lauderdale, FL J. Ross Pub. c2011 xxv, 483 p. ill. 24 cm txt rdacontent n rdamedia nc rdacarrier Includes index. Production management Lean manufacturing Project management HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027263251&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis
spellingShingle	Hobbs, Dennis P. Applied lean business transformation a complete project management approach Production management Lean manufacturing Project management
title	Applied lean business transformation a complete project management approach
title_auth	Applied lean business transformation a complete project management approach
title_exact_search	Applied lean business transformation a complete project management approach
title_full	Applied lean business transformation a complete project management approach Dennis P. Hobbs
title_fullStr	Applied lean business transformation a complete project management approach Dennis P. Hobbs
title_full_unstemmed	Applied lean business transformation a complete project management approach Dennis P. Hobbs
title_short	Applied lean business transformation
title_sort	applied lean business transformation a complete project management approach
title_sub	a complete project management approach
topic	Production management Lean manufacturing Project management
topic_facet	Production management Lean manufacturing Project management
url	http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027263251&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA
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