LEAN Production - Easy and Comprehensive: A Practical Guide to Lean Processes Explained with Pictures
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Berlin, Heidelberg
Springer Berlin / Heidelberg
2022
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (213 Seiten) |
| ISBN: | 9783662645277 |
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| 245 | 1 | 0 | |a LEAN Production - Easy and Comprehensive |b A Practical Guide to Lean Processes Explained with Pictures |
| 264 | 1 | |a Berlin, Heidelberg |b Springer Berlin / Heidelberg |c 2022 | |
| 264 | 4 | |c ©2022 | |
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| 505 | 8 | |a Intro -- Foreword -- Introduction -- Contents -- About the Authors -- Abbreviations -- 1 The 7 Types of Waste -- 1.1 Why Do We Distinguish Waste? -- 1.2 Waste 1: Overproduction -- Too Much and Too Soon -- It Is Still Waste -- 1.3 Waste 2: Stock -- Stock Gives a Sense of Security -- The Money Is Not Only Fixed in the Goods! -- Big Trucks and Changeable Weather -- 1.4 Waste 3: Transport -- Parts Tourism -- Whether a Few Meters or Halfway Around the World, Both Are Transport -- 1.5 Waste 4: Motion -- Even Short Distances Lead to Espresso -- Many Few Also Make a Lot -- 1.6 Waste 5: Waiting -- If It Takes a Little Longer... -- 1.7 Waste 6: Unnecessary Processes -- Newsletter and Lost Glasses -- 1.8 Waste 7: Scrap and Rework -- Does Not Always Succeed the First Time -- 1.9 See and Understand Waste -- Yes, But... -- ... Sometimes You Have to Look Closely ... -- 1.10 Now It Is Your Turn -- 2 The 9 Principles for Eliminating Waste -- 2.1 With 9 Principles to Ideal Production -- Why These 9 Principles in Particular? -- 2.2 Principle 1: Pull Principle -- Bake, When the Customer Buys -- 2.3 Principle 2: Flow Principle -- Your Name in Your Color -- 2.4 Principle 3: Takt Principle -- Burger & -- Co -- Distribute Content Equally -- 2.5 Principle 4: 0-Defect Principle -- Break the Defect Chain -- A Sustainable Error Culture -- 0-Defect Is Also a Question of Technology -- The Four Stages of Intervention -- 0-Defect Culture -- 2.6 Principle 5: Separation of Waste and Value Creation -- In the Operating Room, the "Surgeon-Nurse" Principle Applies -- 2.7 Principle 6: FIFO Principle -- First Come, First Served -- 2.8 Principle 7: Minimum Distance -- Many Roads Lead to Waste -- 2.9 Principle 8: Value Stream Orientation -- Everything Has Its Value -- 2.10 Principle 9: Standardization -- The Lean Anchor -- 2.11 Now It Is Your Turn -- 3 Lean Methods to See the Waste | |
| 505 | 8 | |a 3.1 Caution: Methods! -- 3.2 Welcome to LeanClean Inc. -- LeanClean Inc. Needs You -- The Three Products of LeanClean Inc. -- A Factory Tour -- The Competition Does Not Sleep -- The Innards of the Elephant -- 3.3 First Analyze, Then Act -- 3.4 Method 1: Process Map -- The Process Map of the Elephant Product Line -- Discussion About Waste, Based on the Process Map -- Interesting Facts About the Process Map -- 3.5 Method 2: Value Stream Analysis -- The Value Stream of the Handle of the Elephant -- The Customer and the Supplier -- The Flow of Information -- The Material Flow -- The Timeline -- Waste Flashes -- And Now It Is Your Turn ... -- 3.6 Method 3: OEE -- A Matter of Time Regarding the Plastmaster 2000 -- Caution When Comparing OEEs -- From Automatic OEE to the Smart Factory -- 3.7 Method 4: Handling Step Analysis -- MuDa In The Engine -- What Are Handling Steps? -- 3.8 Method 5: Operator Balance Chart -- Work Distribution in the Elephant Assembly -- 3.9 Method 6: Spaghetti Diagram -- A Long Way to the Mounted Handle -- 3.10 Method 7: Pareto Chart -- From a Gut Feeling to Facts in Two Shifts -- 3.11 Method 8: Inventory Analysis -- 360-Degree View of LeanClean Inventories -- 4 Methods for Implementing the 9 Principles -- 4.1 Only the Implementation Brings the Benefit -- 4.2 Method 9: 5S -- Let us Tackle It Together -- The 1st S: Sorting (out) -- The 2nd S: Shine -- The 3rd S: Set in Order -- The 4th S: Standardize -- The 5th S: Securing the Standard -- 4.3 Method 10: Zoning -- Subdividing the Workplace -- Zoning Not only Works in Assembly -- 4.4 Method 11: SMED -- The Plastmaster 2000 Is Aiming for the Pole Position -- Recording the Setup Steps of the Plastmaster 2000 -- Analyze and Organize -- Classify and Optimize Setup Steps -- Implement Optimization Measures -- Summary of the SMED Method -- 4.5 Method 12: Lean Shelf -- Lean Shelf Creates Order | |
| 505 | 8 | |a Are Shelves a Method? -- 4.6 Method 13: The Milk Run = Takted Route Trains -- The First Route at LeanClean Inc. -- Exchange empty milk bottle for a full... -- The Milkrun Conquers Supplier Logistics -- 4.7 Method 14: Kanban -- From "Push" to "Pull" -- The Plan -- Welcome to Reality -- Replenishment for the Handles -- Two? Three? Or Ten Containers? -- Full Shelves - Like in the Supermarket -- The Three Types of Kanban -- The Kanban Signal -- When Does Kanban Make Sense? -- C-Parts Management -- 4.8 Method 15: Line Balancing -- Balancing the Elephant Final Assembly -- 4.9 Method 16: Set Building -- The Octopus Set -- 4.10 Method 17: Sequencing -- A Chain of lucky Orders -- Just-In-Sequence (JIS) -- Do Not Step Out of Line! -- When Is Sequencing the Right Choice? -- 4.11 Method 18: A3 -- The Soft Component Case -- Solve Problems Systematically -- Warrant for the Soft Component on the Handle -- 4.12 Method 19: Poka-yoke -- The Incorrectly Mounted Motor -- Poka-Yoke for the Motor Plug -- Poka-Yoke for a Carefree Life -- 4.13 Method 20: Andon -- Detect and Fix Faults in Real Time! -- The Problem is Displayed - And Then? -- 4.14 Method 21: KPIs -- Concrete KPIs for Each Production -- Importance of KPIs in Lean Management -- 4.15 Method 22: Shopfloor Management -- The Control of Lean Production -- 5 Lean Change -- 5.1 Change Never Ends -- 5.2 The Change Control Loop -- 5.3 Step 1: Wanting the Change -- A Question of Attitude -- ... First the Management Must Want! -- Create Your Personal Crisis with Facts, Figures and Data -- 5.4 Step 2: Build Knowledge -- Train Every Employee -- Preserving the Knowledge in Standards -- 5.5 Step 3: Develop a Vision -- How Sharp Is the Image? -- The Vision Does Not End at the Factory Gate -- How Digital Is the Vision of the Future? -- 5.6 Step 4: Plan Implementation -- Planning Is Teamwork | |
| 505 | 8 | |a Workshops and Projects, but Also Quick Wins -- Plan From the Inside Out and Upstream -- Plan and Build Resources -- 5.7 Step 5: Implement Change -- A Gap Between Knowing and Doing -- The Lean Workshop Maker Space -- Control the Implementation -- 5.8 And What Happens Next? -- References | |
| 650 | 4 | |a Lean manufacturing | |
| 700 | 1 | |a Fimpel, André |e Sonstige |4 oth | |
| 700 | 1 | |a Siegenthaler, Roland |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Hänggi, Roman |t LEAN Production - Easy and Comprehensive |d Berlin, Heidelberg : Springer Berlin / Heidelberg,c2022 |z 9783662645260 |
| 912 | |a ZDB-30-PQE | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-034185104 | ||
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6930899 |l HWR01 |p ZDB-30-PQE |q HWR_PDA_PQE_Kauf |x Aggregator |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1804185102960295936 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Hänggi, Roman |
| author_facet | Hänggi, Roman |
| author_role | aut |
| author_sort | Hänggi, Roman |
| author_variant | r h rh |
| building | Verbundindex |
| bvnumber | BV048921013 |
| collection | ZDB-30-PQE |
| contents | Intro -- Foreword -- Introduction -- Contents -- About the Authors -- Abbreviations -- 1 The 7 Types of Waste -- 1.1 Why Do We Distinguish Waste? -- 1.2 Waste 1: Overproduction -- Too Much and Too Soon -- It Is Still Waste -- 1.3 Waste 2: Stock -- Stock Gives a Sense of Security -- The Money Is Not Only Fixed in the Goods! -- Big Trucks and Changeable Weather -- 1.4 Waste 3: Transport -- Parts Tourism -- Whether a Few Meters or Halfway Around the World, Both Are Transport -- 1.5 Waste 4: Motion -- Even Short Distances Lead to Espresso -- Many Few Also Make a Lot -- 1.6 Waste 5: Waiting -- If It Takes a Little Longer... -- 1.7 Waste 6: Unnecessary Processes -- Newsletter and Lost Glasses -- 1.8 Waste 7: Scrap and Rework -- Does Not Always Succeed the First Time -- 1.9 See and Understand Waste -- Yes, But... -- ... Sometimes You Have to Look Closely ... -- 1.10 Now It Is Your Turn -- 2 The 9 Principles for Eliminating Waste -- 2.1 With 9 Principles to Ideal Production -- Why These 9 Principles in Particular? -- 2.2 Principle 1: Pull Principle -- Bake, When the Customer Buys -- 2.3 Principle 2: Flow Principle -- Your Name in Your Color -- 2.4 Principle 3: Takt Principle -- Burger & -- Co -- Distribute Content Equally -- 2.5 Principle 4: 0-Defect Principle -- Break the Defect Chain -- A Sustainable Error Culture -- 0-Defect Is Also a Question of Technology -- The Four Stages of Intervention -- 0-Defect Culture -- 2.6 Principle 5: Separation of Waste and Value Creation -- In the Operating Room, the "Surgeon-Nurse" Principle Applies -- 2.7 Principle 6: FIFO Principle -- First Come, First Served -- 2.8 Principle 7: Minimum Distance -- Many Roads Lead to Waste -- 2.9 Principle 8: Value Stream Orientation -- Everything Has Its Value -- 2.10 Principle 9: Standardization -- The Lean Anchor -- 2.11 Now It Is Your Turn -- 3 Lean Methods to See the Waste 3.1 Caution: Methods! -- 3.2 Welcome to LeanClean Inc. -- LeanClean Inc. Needs You -- The Three Products of LeanClean Inc. -- A Factory Tour -- The Competition Does Not Sleep -- The Innards of the Elephant -- 3.3 First Analyze, Then Act -- 3.4 Method 1: Process Map -- The Process Map of the Elephant Product Line -- Discussion About Waste, Based on the Process Map -- Interesting Facts About the Process Map -- 3.5 Method 2: Value Stream Analysis -- The Value Stream of the Handle of the Elephant -- The Customer and the Supplier -- The Flow of Information -- The Material Flow -- The Timeline -- Waste Flashes -- And Now It Is Your Turn ... -- 3.6 Method 3: OEE -- A Matter of Time Regarding the Plastmaster 2000 -- Caution When Comparing OEEs -- From Automatic OEE to the Smart Factory -- 3.7 Method 4: Handling Step Analysis -- MuDa In The Engine -- What Are Handling Steps? -- 3.8 Method 5: Operator Balance Chart -- Work Distribution in the Elephant Assembly -- 3.9 Method 6: Spaghetti Diagram -- A Long Way to the Mounted Handle -- 3.10 Method 7: Pareto Chart -- From a Gut Feeling to Facts in Two Shifts -- 3.11 Method 8: Inventory Analysis -- 360-Degree View of LeanClean Inventories -- 4 Methods for Implementing the 9 Principles -- 4.1 Only the Implementation Brings the Benefit -- 4.2 Method 9: 5S -- Let us Tackle It Together -- The 1st S: Sorting (out) -- The 2nd S: Shine -- The 3rd S: Set in Order -- The 4th S: Standardize -- The 5th S: Securing the Standard -- 4.3 Method 10: Zoning -- Subdividing the Workplace -- Zoning Not only Works in Assembly -- 4.4 Method 11: SMED -- The Plastmaster 2000 Is Aiming for the Pole Position -- Recording the Setup Steps of the Plastmaster 2000 -- Analyze and Organize -- Classify and Optimize Setup Steps -- Implement Optimization Measures -- Summary of the SMED Method -- 4.5 Method 12: Lean Shelf -- Lean Shelf Creates Order Are Shelves a Method? -- 4.6 Method 13: The Milk Run = Takted Route Trains -- The First Route at LeanClean Inc. -- Exchange empty milk bottle for a full... -- The Milkrun Conquers Supplier Logistics -- 4.7 Method 14: Kanban -- From "Push" to "Pull" -- The Plan -- Welcome to Reality -- Replenishment for the Handles -- Two? Three? Or Ten Containers? -- Full Shelves - Like in the Supermarket -- The Three Types of Kanban -- The Kanban Signal -- When Does Kanban Make Sense? -- C-Parts Management -- 4.8 Method 15: Line Balancing -- Balancing the Elephant Final Assembly -- 4.9 Method 16: Set Building -- The Octopus Set -- 4.10 Method 17: Sequencing -- A Chain of lucky Orders -- Just-In-Sequence (JIS) -- Do Not Step Out of Line! -- When Is Sequencing the Right Choice? -- 4.11 Method 18: A3 -- The Soft Component Case -- Solve Problems Systematically -- Warrant for the Soft Component on the Handle -- 4.12 Method 19: Poka-yoke -- The Incorrectly Mounted Motor -- Poka-Yoke for the Motor Plug -- Poka-Yoke for a Carefree Life -- 4.13 Method 20: Andon -- Detect and Fix Faults in Real Time! -- The Problem is Displayed - And Then? -- 4.14 Method 21: KPIs -- Concrete KPIs for Each Production -- Importance of KPIs in Lean Management -- 4.15 Method 22: Shopfloor Management -- The Control of Lean Production -- 5 Lean Change -- 5.1 Change Never Ends -- 5.2 The Change Control Loop -- 5.3 Step 1: Wanting the Change -- A Question of Attitude -- ... First the Management Must Want! -- Create Your Personal Crisis with Facts, Figures and Data -- 5.4 Step 2: Build Knowledge -- Train Every Employee -- Preserving the Knowledge in Standards -- 5.5 Step 3: Develop a Vision -- How Sharp Is the Image? -- The Vision Does Not End at the Factory Gate -- How Digital Is the Vision of the Future? -- 5.6 Step 4: Plan Implementation -- Planning Is Teamwork Workshops and Projects, but Also Quick Wins -- Plan From the Inside Out and Upstream -- Plan and Build Resources -- 5.7 Step 5: Implement Change -- A Gap Between Knowing and Doing -- The Lean Workshop Maker Space -- Control the Implementation -- 5.8 And What Happens Next? -- References |
| ctrlnum | (ZDB-30-PQE)EBC6930899 (ZDB-30-PAD)EBC6930899 (ZDB-89-EBL)EBL6930899 (OCoLC)1309038601 (DE-599)BVBBV048921013 |
| dewey-full | 658.5 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.5 |
| dewey-search | 658.5 |
| dewey-sort | 3658.5 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048921013 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:55:16Z |
| indexdate | 2024-07-10T09:49:54Z |
| institution | BVB |
| isbn | 9783662645277 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034185104 |
| oclc_num | 1309038601 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (213 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Springer Berlin / Heidelberg |
| record_format | marc |
| spelling | Hänggi, Roman Verfasser aut LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures Berlin, Heidelberg Springer Berlin / Heidelberg 2022 ©2022 1 Online-Ressource (213 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Foreword -- Introduction -- Contents -- About the Authors -- Abbreviations -- 1 The 7 Types of Waste -- 1.1 Why Do We Distinguish Waste? -- 1.2 Waste 1: Overproduction -- Too Much and Too Soon -- It Is Still Waste -- 1.3 Waste 2: Stock -- Stock Gives a Sense of Security -- The Money Is Not Only Fixed in the Goods! -- Big Trucks and Changeable Weather -- 1.4 Waste 3: Transport -- Parts Tourism -- Whether a Few Meters or Halfway Around the World, Both Are Transport -- 1.5 Waste 4: Motion -- Even Short Distances Lead to Espresso -- Many Few Also Make a Lot -- 1.6 Waste 5: Waiting -- If It Takes a Little Longer... -- 1.7 Waste 6: Unnecessary Processes -- Newsletter and Lost Glasses -- 1.8 Waste 7: Scrap and Rework -- Does Not Always Succeed the First Time -- 1.9 See and Understand Waste -- Yes, But... -- ... Sometimes You Have to Look Closely ... -- 1.10 Now It Is Your Turn -- 2 The 9 Principles for Eliminating Waste -- 2.1 With 9 Principles to Ideal Production -- Why These 9 Principles in Particular? -- 2.2 Principle 1: Pull Principle -- Bake, When the Customer Buys -- 2.3 Principle 2: Flow Principle -- Your Name in Your Color -- 2.4 Principle 3: Takt Principle -- Burger & -- Co -- Distribute Content Equally -- 2.5 Principle 4: 0-Defect Principle -- Break the Defect Chain -- A Sustainable Error Culture -- 0-Defect Is Also a Question of Technology -- The Four Stages of Intervention -- 0-Defect Culture -- 2.6 Principle 5: Separation of Waste and Value Creation -- In the Operating Room, the "Surgeon-Nurse" Principle Applies -- 2.7 Principle 6: FIFO Principle -- First Come, First Served -- 2.8 Principle 7: Minimum Distance -- Many Roads Lead to Waste -- 2.9 Principle 8: Value Stream Orientation -- Everything Has Its Value -- 2.10 Principle 9: Standardization -- The Lean Anchor -- 2.11 Now It Is Your Turn -- 3 Lean Methods to See the Waste 3.1 Caution: Methods! -- 3.2 Welcome to LeanClean Inc. -- LeanClean Inc. Needs You -- The Three Products of LeanClean Inc. -- A Factory Tour -- The Competition Does Not Sleep -- The Innards of the Elephant -- 3.3 First Analyze, Then Act -- 3.4 Method 1: Process Map -- The Process Map of the Elephant Product Line -- Discussion About Waste, Based on the Process Map -- Interesting Facts About the Process Map -- 3.5 Method 2: Value Stream Analysis -- The Value Stream of the Handle of the Elephant -- The Customer and the Supplier -- The Flow of Information -- The Material Flow -- The Timeline -- Waste Flashes -- And Now It Is Your Turn ... -- 3.6 Method 3: OEE -- A Matter of Time Regarding the Plastmaster 2000 -- Caution When Comparing OEEs -- From Automatic OEE to the Smart Factory -- 3.7 Method 4: Handling Step Analysis -- MuDa In The Engine -- What Are Handling Steps? -- 3.8 Method 5: Operator Balance Chart -- Work Distribution in the Elephant Assembly -- 3.9 Method 6: Spaghetti Diagram -- A Long Way to the Mounted Handle -- 3.10 Method 7: Pareto Chart -- From a Gut Feeling to Facts in Two Shifts -- 3.11 Method 8: Inventory Analysis -- 360-Degree View of LeanClean Inventories -- 4 Methods for Implementing the 9 Principles -- 4.1 Only the Implementation Brings the Benefit -- 4.2 Method 9: 5S -- Let us Tackle It Together -- The 1st S: Sorting (out) -- The 2nd S: Shine -- The 3rd S: Set in Order -- The 4th S: Standardize -- The 5th S: Securing the Standard -- 4.3 Method 10: Zoning -- Subdividing the Workplace -- Zoning Not only Works in Assembly -- 4.4 Method 11: SMED -- The Plastmaster 2000 Is Aiming for the Pole Position -- Recording the Setup Steps of the Plastmaster 2000 -- Analyze and Organize -- Classify and Optimize Setup Steps -- Implement Optimization Measures -- Summary of the SMED Method -- 4.5 Method 12: Lean Shelf -- Lean Shelf Creates Order Are Shelves a Method? -- 4.6 Method 13: The Milk Run = Takted Route Trains -- The First Route at LeanClean Inc. -- Exchange empty milk bottle for a full... -- The Milkrun Conquers Supplier Logistics -- 4.7 Method 14: Kanban -- From "Push" to "Pull" -- The Plan -- Welcome to Reality -- Replenishment for the Handles -- Two? Three? Or Ten Containers? -- Full Shelves - Like in the Supermarket -- The Three Types of Kanban -- The Kanban Signal -- When Does Kanban Make Sense? -- C-Parts Management -- 4.8 Method 15: Line Balancing -- Balancing the Elephant Final Assembly -- 4.9 Method 16: Set Building -- The Octopus Set -- 4.10 Method 17: Sequencing -- A Chain of lucky Orders -- Just-In-Sequence (JIS) -- Do Not Step Out of Line! -- When Is Sequencing the Right Choice? -- 4.11 Method 18: A3 -- The Soft Component Case -- Solve Problems Systematically -- Warrant for the Soft Component on the Handle -- 4.12 Method 19: Poka-yoke -- The Incorrectly Mounted Motor -- Poka-Yoke for the Motor Plug -- Poka-Yoke for a Carefree Life -- 4.13 Method 20: Andon -- Detect and Fix Faults in Real Time! -- The Problem is Displayed - And Then? -- 4.14 Method 21: KPIs -- Concrete KPIs for Each Production -- Importance of KPIs in Lean Management -- 4.15 Method 22: Shopfloor Management -- The Control of Lean Production -- 5 Lean Change -- 5.1 Change Never Ends -- 5.2 The Change Control Loop -- 5.3 Step 1: Wanting the Change -- A Question of Attitude -- ... First the Management Must Want! -- Create Your Personal Crisis with Facts, Figures and Data -- 5.4 Step 2: Build Knowledge -- Train Every Employee -- Preserving the Knowledge in Standards -- 5.5 Step 3: Develop a Vision -- How Sharp Is the Image? -- The Vision Does Not End at the Factory Gate -- How Digital Is the Vision of the Future? -- 5.6 Step 4: Plan Implementation -- Planning Is Teamwork Workshops and Projects, but Also Quick Wins -- Plan From the Inside Out and Upstream -- Plan and Build Resources -- 5.7 Step 5: Implement Change -- A Gap Between Knowing and Doing -- The Lean Workshop Maker Space -- Control the Implementation -- 5.8 And What Happens Next? -- References Lean manufacturing Fimpel, André Sonstige oth Siegenthaler, Roland Sonstige oth Erscheint auch als Druck-Ausgabe Hänggi, Roman LEAN Production - Easy and Comprehensive Berlin, Heidelberg : Springer Berlin / Heidelberg,c2022 9783662645260 |
| spellingShingle | Hänggi, Roman LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures Intro -- Foreword -- Introduction -- Contents -- About the Authors -- Abbreviations -- 1 The 7 Types of Waste -- 1.1 Why Do We Distinguish Waste? -- 1.2 Waste 1: Overproduction -- Too Much and Too Soon -- It Is Still Waste -- 1.3 Waste 2: Stock -- Stock Gives a Sense of Security -- The Money Is Not Only Fixed in the Goods! -- Big Trucks and Changeable Weather -- 1.4 Waste 3: Transport -- Parts Tourism -- Whether a Few Meters or Halfway Around the World, Both Are Transport -- 1.5 Waste 4: Motion -- Even Short Distances Lead to Espresso -- Many Few Also Make a Lot -- 1.6 Waste 5: Waiting -- If It Takes a Little Longer... -- 1.7 Waste 6: Unnecessary Processes -- Newsletter and Lost Glasses -- 1.8 Waste 7: Scrap and Rework -- Does Not Always Succeed the First Time -- 1.9 See and Understand Waste -- Yes, But... -- ... Sometimes You Have to Look Closely ... -- 1.10 Now It Is Your Turn -- 2 The 9 Principles for Eliminating Waste -- 2.1 With 9 Principles to Ideal Production -- Why These 9 Principles in Particular? -- 2.2 Principle 1: Pull Principle -- Bake, When the Customer Buys -- 2.3 Principle 2: Flow Principle -- Your Name in Your Color -- 2.4 Principle 3: Takt Principle -- Burger & -- Co -- Distribute Content Equally -- 2.5 Principle 4: 0-Defect Principle -- Break the Defect Chain -- A Sustainable Error Culture -- 0-Defect Is Also a Question of Technology -- The Four Stages of Intervention -- 0-Defect Culture -- 2.6 Principle 5: Separation of Waste and Value Creation -- In the Operating Room, the "Surgeon-Nurse" Principle Applies -- 2.7 Principle 6: FIFO Principle -- First Come, First Served -- 2.8 Principle 7: Minimum Distance -- Many Roads Lead to Waste -- 2.9 Principle 8: Value Stream Orientation -- Everything Has Its Value -- 2.10 Principle 9: Standardization -- The Lean Anchor -- 2.11 Now It Is Your Turn -- 3 Lean Methods to See the Waste 3.1 Caution: Methods! -- 3.2 Welcome to LeanClean Inc. -- LeanClean Inc. Needs You -- The Three Products of LeanClean Inc. -- A Factory Tour -- The Competition Does Not Sleep -- The Innards of the Elephant -- 3.3 First Analyze, Then Act -- 3.4 Method 1: Process Map -- The Process Map of the Elephant Product Line -- Discussion About Waste, Based on the Process Map -- Interesting Facts About the Process Map -- 3.5 Method 2: Value Stream Analysis -- The Value Stream of the Handle of the Elephant -- The Customer and the Supplier -- The Flow of Information -- The Material Flow -- The Timeline -- Waste Flashes -- And Now It Is Your Turn ... -- 3.6 Method 3: OEE -- A Matter of Time Regarding the Plastmaster 2000 -- Caution When Comparing OEEs -- From Automatic OEE to the Smart Factory -- 3.7 Method 4: Handling Step Analysis -- MuDa In The Engine -- What Are Handling Steps? -- 3.8 Method 5: Operator Balance Chart -- Work Distribution in the Elephant Assembly -- 3.9 Method 6: Spaghetti Diagram -- A Long Way to the Mounted Handle -- 3.10 Method 7: Pareto Chart -- From a Gut Feeling to Facts in Two Shifts -- 3.11 Method 8: Inventory Analysis -- 360-Degree View of LeanClean Inventories -- 4 Methods for Implementing the 9 Principles -- 4.1 Only the Implementation Brings the Benefit -- 4.2 Method 9: 5S -- Let us Tackle It Together -- The 1st S: Sorting (out) -- The 2nd S: Shine -- The 3rd S: Set in Order -- The 4th S: Standardize -- The 5th S: Securing the Standard -- 4.3 Method 10: Zoning -- Subdividing the Workplace -- Zoning Not only Works in Assembly -- 4.4 Method 11: SMED -- The Plastmaster 2000 Is Aiming for the Pole Position -- Recording the Setup Steps of the Plastmaster 2000 -- Analyze and Organize -- Classify and Optimize Setup Steps -- Implement Optimization Measures -- Summary of the SMED Method -- 4.5 Method 12: Lean Shelf -- Lean Shelf Creates Order Are Shelves a Method? -- 4.6 Method 13: The Milk Run = Takted Route Trains -- The First Route at LeanClean Inc. -- Exchange empty milk bottle for a full... -- The Milkrun Conquers Supplier Logistics -- 4.7 Method 14: Kanban -- From "Push" to "Pull" -- The Plan -- Welcome to Reality -- Replenishment for the Handles -- Two? Three? Or Ten Containers? -- Full Shelves - Like in the Supermarket -- The Three Types of Kanban -- The Kanban Signal -- When Does Kanban Make Sense? -- C-Parts Management -- 4.8 Method 15: Line Balancing -- Balancing the Elephant Final Assembly -- 4.9 Method 16: Set Building -- The Octopus Set -- 4.10 Method 17: Sequencing -- A Chain of lucky Orders -- Just-In-Sequence (JIS) -- Do Not Step Out of Line! -- When Is Sequencing the Right Choice? -- 4.11 Method 18: A3 -- The Soft Component Case -- Solve Problems Systematically -- Warrant for the Soft Component on the Handle -- 4.12 Method 19: Poka-yoke -- The Incorrectly Mounted Motor -- Poka-Yoke for the Motor Plug -- Poka-Yoke for a Carefree Life -- 4.13 Method 20: Andon -- Detect and Fix Faults in Real Time! -- The Problem is Displayed - And Then? -- 4.14 Method 21: KPIs -- Concrete KPIs for Each Production -- Importance of KPIs in Lean Management -- 4.15 Method 22: Shopfloor Management -- The Control of Lean Production -- 5 Lean Change -- 5.1 Change Never Ends -- 5.2 The Change Control Loop -- 5.3 Step 1: Wanting the Change -- A Question of Attitude -- ... First the Management Must Want! -- Create Your Personal Crisis with Facts, Figures and Data -- 5.4 Step 2: Build Knowledge -- Train Every Employee -- Preserving the Knowledge in Standards -- 5.5 Step 3: Develop a Vision -- How Sharp Is the Image? -- The Vision Does Not End at the Factory Gate -- How Digital Is the Vision of the Future? -- 5.6 Step 4: Plan Implementation -- Planning Is Teamwork Workshops and Projects, but Also Quick Wins -- Plan From the Inside Out and Upstream -- Plan and Build Resources -- 5.7 Step 5: Implement Change -- A Gap Between Knowing and Doing -- The Lean Workshop Maker Space -- Control the Implementation -- 5.8 And What Happens Next? -- References Lean manufacturing |
| title | LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures |
| title_auth | LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures |
| title_exact_search | LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures |
| title_exact_search_txtP | LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures |
| title_full | LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures |
| title_fullStr | LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures |
| title_full_unstemmed | LEAN Production - Easy and Comprehensive A Practical Guide to Lean Processes Explained with Pictures |
| title_short | LEAN Production - Easy and Comprehensive |
| title_sort | lean production easy and comprehensive a practical guide to lean processes explained with pictures |
| title_sub | A Practical Guide to Lean Processes Explained with Pictures |
| topic | Lean manufacturing |
| topic_facet | Lean manufacturing |
| work_keys_str_mv | AT hanggiroman leanproductioneasyandcomprehensiveapracticalguidetoleanprocessesexplainedwithpictures AT fimpelandre leanproductioneasyandcomprehensiveapracticalguidetoleanprocessesexplainedwithpictures AT siegenthalerroland leanproductioneasyandcomprehensiveapracticalguidetoleanprocessesexplainedwithpictures |