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The Basics of Self Balancing Processes

The Basics of Self Balancing Processes Author Gordon Ghirann
ISBN-10 9781466552586
Release 2012-02-13
Pages 108
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Self-Balancing is not just a tweak or change to assembly line balancing, but a completely transformed method for achieving continuous flow. Among the reasons you should try Self-Balancing is that you can expect a productivity improvement of at least 30 percent—with improvements of 50-60 percent quite common. Using a well-tested method for successful improvements initiated by the author, The Basics of Self-Balancing Processes: True Lean Continuous Flow is the first book to explain how to achieve continuous flow in both simple and complex manufacturing environments. It describes how to recognize and resolve weak links to ensure continuous flow in your manufacturing operations. The book offers rules, tools, and guidelines to help you not only solve problems at the root, but even eliminate them before they start. It reviews the shortcomings of traditional assembly line balancing and walks readers through the new paradigm of Self-Balancing. The text includes a comprehensive overview that demonstrates the power, flexibility, and breakthroughs possible with this method. Offering solutions to the shortcomings associated with standard line balancing—including inventory buffers, variation, and operator pace—it provides you with the tools and understanding required to deal with batch and off-line processes, debug your line, arrange your parts and tools, and design your own Self-Balanced cells. Watch Gordon Ghirann discuss how his book can increase the productivity of your business. http://www.youtube.com/watch?v=yte0622XbcI&feature=youtu.be



The Basics of Line Balancing and JIT Kitting

The Basics of Line Balancing and JIT Kitting Author Beverly Townsend
ISBN-10 9781439882382
Release 2016-04-19
Pages 85
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Accessible to the Lean novice and shop floor employee, The Basics of Line Balancing and JIT Kitting explores line balancing and the pre-assembly of components into a finished product in a just-in-time fashion (JIT Kitting). It explains how to use time studies, develop yamazumi charts, discover and eliminate waste, balance your line, and create new standard work content for the shop floor. The book facilitates a clear understanding of the seven deadly wastes (muda) as well as what you can do to eliminate them from your facility. Describing the purpose and use of standard work, it explains how to properly staff work cells and how to develop flex plans for fluctuations in demand using this data. The first few chapters explain how to determine takt time and how to use that information along with time studies to identify when you are not meeting customer demand. The chapters on JIT Kitting explain how there are other advantages to kitting besides eliminating waste and increasing productivity. The book explains how you can use JIT Kitting to improve quality by having the parts available and limiting the options of numerous parts to the operator. It also provides the understanding needed to ensure the right parts are installed, thereby correcting issues with the build of materials.



Creating Continuous Flow

Creating Continuous Flow Author Mike Rother
ISBN-10 9780966784336
Release 2001-12-01
Pages 103
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Shingo Research and Professional Publication Award recipient This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream. A sight we frequently encounter when touring plants is the relocation of processing steps from departments (process villages) to product-family work cells, but too often these "cells" produce only intermittent and erratic flow. Output gyrates from hour to hour and small piles of inventory accumulate between each operation so that few of the benefits of cellularization are actually being realized; and, if the cell is located upstream from the pacemaker process, none of the benefits may ever reach the customer. This sequel to Learning to See (which focused on plant level operations) provides simple step-by-step instructions for eliminating waste and creating continuous flow at the process level. This isn't a workbook you will read once then relegate to the bookshelf. It's an action guide for managers, engineers, and production associates that you will use to improve flow each and every day. Creating Continuous Flow takes you to the next level in work cell design where you'll achieve even greater cost and lead time savings. You'll learn: * where to focus your continuous flow efforts * how to create much more efficient work cells and lines * how to operate a pacemaker process so that a lean value stream is possible * how to sustain the gains, and keep improving Creating Continuous Flow is the next logical step after Learning to See. The value-stream mapping process defined the pacemaker process and the overall flow of products and information in the plant. The next step is to shift your focus from the plant to the process level by zeroing in on the pacemaker process, which sets the production rhythm for the plant or value stream, and apply the principles of continuous flow. Every p



Making materials flow

Making materials flow Author Rick Harris
ISBN-10 9780974182490
Release 2003-01-01
Pages 93
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Making materials flow has been writing in one form or another for most of life. You can find so many inspiration from Making materials flow also informative, and entertaining. Click DOWNLOAD or Read Online button to get full Making materials flow book for free.



Lean Supplier Development

Lean Supplier Development Author Chris Harris
ISBN-10 1439811261
Release 2016-04-19
Pages 218
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In the global marketplace, no business is a self-contained island. No matter how effective your internal material movement, to be a future-thinking business, you must go to the next step and develop long-term supplier partnerships built on a dedication to continuous improvement and the basic concepts of Lean implementation. Lean Supplier Development: Establishing Partnerships and True Costs Throughout the Supply Chain provides step-by-step instruction on how to build partnerships of mutual improvement and success through supplier development. Offering the same advice that they have successfully applied to corporations across the globe, award-winning consultants Chris Harris, Rick Harris, and Chuck Streeter — Provide criteria on how to choose suppliers that will make good long-term partnerships Demonstrate proven methods for employing Plan for Every Part (PFEP) to link your facility to the supply base Present a true cost model that eliminates guesswork when choosing suppliers to develop Show how to develop and maintain efficient information flow all along your supply chain Use real-world examples to cover likely contingencies Provide a sample quarterly supplier review that you can adapt for your own use Lean is a journey, not a destination. It requires flexible leaders at the helm who can readily adjust to ever-changing conditions and it requires like-minded partners all along the supply chain. Finding and developing these partners is not about good fortune, it is all about an uncompromising approach to continuous improvement and the application of systematic methods that will build working partnerships that broaden your definition of what is possible



Liquid Lean

Liquid Lean Author Raymond C. Floyd
ISBN-10 9781439888483
Release 2012-02-02
Pages 346
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While Lean practices have been successfully implemented into the process industry with excellent results for over 20 years (including the author’s own award winning example at Exxon Chemical), that industry has been especially slow in adopting Lean. Part of the problem is that the process industry needs its own version of Lean. The larger part of the problem is resistance to transformational change, a barrier that can only be overcome with effective leadership and results-oriented planning that engages rather than excludes all stakeholders. Winner of a 2012 Shingo Prize! Written by Raymond Floyd, an unparalleled leader of Lean transformations, Liquid Lean: Developing Lean Culture in the Process Industries provides potential process industry change agents with the no-nonsense guide needed to eliminate waste and achieve sustainable optimal efficiency. Presenting lessons in lean as they apply within the liquid industries, the book focuses on developing the four measures of Lean as defined by the Shingo Award: Business Results Consistent Lean Enterprise Culture Continuous Process Improvement Cultural Enablers Illustrated with his own success stories, Floyd describes business results, Lean enterprise thinking, and policy deployment in process industry terms. He offers detailed theory, practice, and examples of continuous process improvement, and describes the leadership and defines the ethics needed to evolve and sustain Lean transformation. Floyd lays out the specific steps needed during the first six months of transformation and the benchmarks to be achieved during the first two years of implementation. All companies can benefit from Lean; this book makes sure that those who want it, know how.



Creating Level Pull

Creating Level Pull Author Art Smalley
ISBN-10 9780974322506
Release 2004
Pages 114
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The Creating Level Pull workbook shows you how to advance a lean transformation from a focus on isolated improvements to improving the entire plantwide production system by implementing a lean production control system. "The workbook is unique because it is a step-by-step case study on how to implement a level, pull-based production control system," said author Art Smalley. This is a new step towards 'system kaizen that is not yet well understood outside of Toyota.The lean efforts at most companies focus on "point kaizen" (e.g., reducing set up times, implementing 5S, etc.) that improves a small portion of the value stream running from raw materials to finished products. Or they focus on "flow kaizen" that improves the entire value stream for one product family. Creating Level Pull shows how companies can make the leap to "system kaizen" by introducing a lean production control system that ties together the flows of information and materials supporting every product family in a facility. With this system in place, each production activity requests precisely the materials it needs from the previous activity and demand from the customer is levelled to smooth production activities throughout the plant.[Source : 4e de couv.].



Lean Connections

Lean Connections Author Chris Harris
ISBN-10 9781420092745
Release 2008-06-02
Pages 168
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Dependable information flow is a necessary prerequisite to the successful implementation of lean production principles. But while most managers understand how to make materials and manpower flow, the flow of information tends to be much more underdeveloped. Even companies that excel at recognizing waste and are otherwise adept at implementing the principles of lean production are often challenged to provide satisfactory information flow. Lean Connections: Making Information Flow Efficiently and Effectively isdesigned to help you rethink the way your organization views information flow. It provides the building blocks of a comprehensive information-flow system, showing you calculations and methods that will allow you to get the necessary information to those individuals who need it, when they need it. Following a logical and detailed progression, this manual shows how to make information flow in lean production facility— From the end customer through materials control to the production floor On the production floor at the operator, team, and value stream level And then from the production floor to the management of the facility Employing a workbook format, this manual follows RNA Manufacturing, a fictional company, through its implementation of a comprehensive lean production system. As the authors outline RNA’s methods and thought processes, they employ exercises that ask questions about your own production system. Your challenge is to think deeply about the answers, as well as the changes that need to be made to effectively make information flow through your facility. Make certain that everyone gets the information that they need when they need it



Creating Continuous Flow

Creating Continuous Flow Author Mike Rother
ISBN-10 9780966784336
Release 2001-12-01
Pages 103
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Shingo Research and Professional Publication Award recipient This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream. A sight we frequently encounter when touring plants is the relocation of processing steps from departments (process villages) to product-family work cells, but too often these "cells" produce only intermittent and erratic flow. Output gyrates from hour to hour and small piles of inventory accumulate between each operation so that few of the benefits of cellularization are actually being realized; and, if the cell is located upstream from the pacemaker process, none of the benefits may ever reach the customer. This sequel to Learning to See (which focused on plant level operations) provides simple step-by-step instructions for eliminating waste and creating continuous flow at the process level. This isn't a workbook you will read once then relegate to the bookshelf. It's an action guide for managers, engineers, and production associates that you will use to improve flow each and every day. Creating Continuous Flow takes you to the next level in work cell design where you'll achieve even greater cost and lead time savings. You'll learn: * where to focus your continuous flow efforts * how to create much more efficient work cells and lines * how to operate a pacemaker process so that a lean value stream is possible * how to sustain the gains, and keep improving Creating Continuous Flow is the next logical step after Learning to See. The value-stream mapping process defined the pacemaker process and the overall flow of products and information in the plant. The next step is to shift your focus from the plant to the process level by zeroing in on the pacemaker process, which sets the production rhythm for the plant or value stream, and apply the principles of continuous flow. Every p



Design for Operational Excellence A Breakthrough Strategy for Business Growth

Design for Operational Excellence  A Breakthrough Strategy for Business Growth Author Kevin J. Duggan
ISBN-10 9780071768566
Release 2011-09-16
Pages 304
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Beyond Six Sigma and Lean! Design your processes to facilitate real business growth, in both healthy and unhealthy economies Design for Operational Excellence defines why companies embark upon continuous improvement—and the true answer is not to improve efficiency, quality, or eliminate waste! The reason is to achieve Operational Excellence. Duggan, an established authority on OpEx, provides the design criteria and guidelines that enable you to grow your business organically by refocusing management’s attention from running the business to growing the business. Founded on eight key principles, this groundbreaking system facilitates the continuous flow of value into any operation—from customer service to sales to manufacturing. Kevin J. Duggan is a renowned speaker, executive mentor, and educator in applying advanced lean techniques to achieve Operational Excellence and the author of two books on the subject: Creating Mixed Model Value Streams and The Office That Grows Your Business—Achieving Operational Excellence in Your Business Processes. As the Founder of the Institute for Operational Excellence, the leading educational center on Operational Excellence, and Duggan Associates, an international training and advisory firm, Kevin has assisted many major corporations worldwide, including United Technologies Corporation, Caterpillar, Pratt & Whitney, Singapore Airlines, IDEX Corporation, GKN and Parker Hannifin. A recognized expert on Operational Excellence, Kevin is a frequent keynote speaker, master of ceremonies, and panelist at international conferences, and has appeared on CNN and the Fox Business Network.



Lean for the process industries

Lean for the process industries Author Peter L. King
ISBN-10 UOM:39076002810526
Release 2009-05-08
Pages 333
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Most available material on Lean describes applications only in the assembly industries: automotive, machinery, computers, appliances, and the like. This book describes the application of Lean Manufacturing concepts to the process industries: sheet goods, fibers, architectural and automotive paints, food, beverage, plastics, synthetic rubber, batch chemicals, fertilizers, and pharmaceuticals. The book begins by describing characteristics which differentiate the process industries from assembly manufacturing, particularly those which influence how Lean must be applied for greatest benefit. Factors affecting dynamic flow behavior through each of the two are described, as well as a hypothetical process industry example, which is used throughout the book to illustrate application of specific lean tools.



Building a Lean Fulfillment Stream

Building a Lean Fulfillment Stream Author Robert Martichenko
ISBN-10 9781934109199
Release 2010
Pages 111
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Building a Lean Fulfillment Stream has been writing in one form or another for most of life. You can find so many inspiration from Building a Lean Fulfillment Stream also informative, and entertaining. Click DOWNLOAD or Read Online button to get full Building a Lean Fulfillment Stream book for free.



Lean Transformations for Small and Medium Enterprises

Lean Transformations for Small and Medium Enterprises Author Arnaldo Camuffo
ISBN-10 9781315397818
Release 2017-01-06
Pages 192
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Lean Transformations for Small and Medium Enterprises: Lessons Learned from Italian Businesses summarizes two decades of research, teaching, and practice on lean thinking. Based on quantitative analysis of 100 cases of Lean transformations and 20 in-depth case studies of successfully transformed SMEs, it explains how to undertake lean transformations that lead to operational and financial performance improvement, and uses the Lean Transformation Framework --conceptualized by John Shook at the Lean Enterprise Institute—as a practical approach to design and de-risk the transformation process. SMEs’ leaders wishing to undertake and sustain a lean transformation must: Make a serious and lasting commitment to transform, avoiding the temptation to change course of action; Choose accurately the value streams that require improvement as defined by strategy deployment; Build capabilities to sustain the transformation; Lead by example by going to gemba and creating a culture of respect for people that goes beyond the visible devices and artifacts of Lean tools.



Strategic Continuous Process Improvement

Strategic Continuous Process Improvement Author Gerhard Plenert
ISBN-10 9780071767194
Release 2011-11-29
Pages 256
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Proven methods for achieving continuous process improvement Resolve "quality chaos" by creating a link between quality problems and their optimal solutions. With a focus on building an integrated quality environment, Strategic Continuous Process Improvement: Which Quality Tools to Use and When to Use Them begins by discussing the different types of continuous process improvement (CPI) systems available. This practical guide explains how to implement a strategic performance model and select and integrate appropriate metrics to achieve desired results. Tested techniques for executing an improvement process are included along with real-world examples. The book concludes with a plan to help you sustain an ongoing culture of continuous quality improvement in your organization. Find out how to: Identify CPI opportunities Evaluate various CPI options using comparative benchmarks Understand the characteristics of each quality option Map CPI characteristics against quality problems Select the appropriate tool to fit a specific quality problem Recognize the role of governance and performance reviews Cascade and communicate CPI throughout your organization Move the needle toward successful process optimization



One Piece Flow vs Batching

One Piece Flow vs  Batching Author Charles Protzman
ISBN-10 9781498726955
Release 2015-11-12
Pages 229
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Although batching often appears more efficient than one-piece flow for individual tasks, the practice creates waste for other parts of the organization that more than offset its perceived benefits. A silent productivity killer, batching is an extremely difficult mindset to overcome and, as a result, numerous Lean initiatives have been destroyed by it. This book argues the case for one-piece flow over batching. It identifies the eight root causes of batching, the wastes created from batching, how batching drives the eight wastes, and the advantages of one-piece flow. One-Piece Flow vs. Batching: A Guide to Understanding How Continuous Flow Maximizes Productivity and Customer Value provides concrete arguments as to why batching, while sometimes necessary, is never the most efficient solution for most processes. It explains why flow, especially one-piece flow or continuous flow, should always be your ultimate objective when driving for increased productivity in any process. Using case studies to illustrate how to channel current mindsets toward one-piece flow as the preferred operation, the book is designed to support anyone involved in continuous improvement activities. It provides the tools and understanding you will need to overcome resistance to implementing flow and, in particular, one-piece flow processes—whether it be on the factory floor or in a banking office.



The Routledge Companion to Lean Management

The Routledge Companion to Lean Management Author Torbjorn H. Netland
ISBN-10 9781317416517
Release 2016-12-08
Pages 478
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Interest in the phenomenon known as "lean" has grown significantly in recent years. This is the first volume to provide an academically rigorous overview of the field of lean management, introducing the reader to the application of lean in diverse application areas, from the production floor to sales and marketing, from the automobile industry to academic institutions. The volume collects contributions from well-known lean experts and up-and-coming scholars from around the world. The chapters provide a detailed description of lean management across the manufacturing enterprise (supply chain, accounting, production, sales, IT etc.), and offer important perspectives for applying lean across different industries (construction, healthcare, logistics). The contributors address challenges and opportunities for future development in each of the lean application areas, concluding most chapters with a short case study to illustrate current best practice. The book is divided into three parts: The Lean Enterprise Lean across Industries A Lean World. This handbook is an excellent resource for business and management students as well as any academics, scholars, practitioners, and consultants interested in the "lean world."



Simple

Simple Author Barry L. Cross
ISBN-10 9781351773942
Release 2017-05-12
Pages 185
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The parameters of competition in business today are changing -- big does not necessarily beat small anymore; fast is beating slow. Agility, speed, and flexibility are the key elements of a successful strategy and execution in the corporate world as wells as in government agencies, health care, and education.. How well will your firm execute its strategy? What barriers exist that inhibit your execution? Are you keeping one eye on tomorrow’s customers, while you manage those of today? These are all key questions as we strive to deliver value on an ongoing basis. Simple: Killing Complexity for a Lean and Agile Organization is about agility and simplicity, in which achieving simplicity comes from a focus on the customer. Agility begins with planning, and leadership teams must develop decent vision. Generally, leaders know what they want to do, but many organizations break down, however, I when trying to implement the action plan. With over 25 years of industry, teaching, and consulting experience, the author illustrates how organizations can: Recognize who their true customers are, and appreciate what those customers want Begin to eliminate the products, services, processes and ‘work’ that gets in the way of delivering value to those customers Focus people and processes towards value creation, even in what are perceived as non-customer centric operations Avoid brand confusion and the ‘all things to all people’ mentality The complexities of managing in today’s world both obscures decision making and layers on challenges that bog an organization down, preventing leadership from understanding what their customers want. By understanding who those customers are, and what they want, leaders can focus innovation strategy and projects in ways that deliver sustainable value. Even in not-for-profit and government agencies, executing in an aligned organization can become the profitable standard business process.