How To Implement Lean Manufacturing, 2nd Edition

Cutting-edge Lean manufacturing strategies

Thoroughly updated with the latest trends and new global case studies, How to Implement Lean Manufacturing, Second Edition, explains how to implement this powerful formula for eliminating waste, controlling quality and inventory, and improving overall performance across an enterprise environment. The book addresses the engineering and production aspects as well as the business culture challenges.

This practical guide describes the Toyota Production System (TPS) and specifies the distinct order in which Lean techniques should be applied to achieve maximum gains. By using the proven methods in this definitive resource, you can implement a successful Lean transformation in your organization. Find how to:

• Create and deploy enterprise-wide strategies and goals
• Improve speed and quality and dramatically lower costs
• Reduce variation in the manufacturing system in order to reduce inventory
• Reduce lead times to improve responsiveness and flexibility
• Sustain process gains
• Perform system-wide value-stream evaluations
• Manage constraints and reduce bottlenecks
• Implement cellular manufacturing

New material in the Second Edition reveals how to:

• Avoid the typical management pitfalls and implementation errors that virtually guarantee a Lean transformation will fail
• Implement the new skills of Lean leadership, including its six key elements
• Shape and manage your culture using the five cultural change leading indicators

Table of Contents

Chapter 1 What Is the Perspective of This Book?

Part I The Lean Killers and Roll Out Errors
Chapter 2 The “Killers” to a Lean Transformation
Chapter 3 How to Design a Lean Transformation so Failure Is Guaranteed

Part II The Issue of Culture and the Five Cultural Change Leading Indicators
Chapter 4 Cultures
Chapter 5 Cultural Change Leading Indicator No. 1, Leadership
Chapter 6 Cultural Change Leading Indicator No. 2, Motivation
Chapter 7 Cultural Change Leading Indicator No. 3, Problem Solving
Chapter 8 Cultural Change Leading Indicator No. 4, Whole-Facility Engagement
Chapter 9 Cultural Change Leading Indicator No. 5, a Learning/Teaching/Experimenting Environment

Part III The Solution……How to Implement Lean Manufacturing
Chapter 10 Lean Manufacturing and the Toyota Production System
Chapter 11 Inventory and Variation
Chapter 12 Lean Manufacturing Simplified
Chapter 13 The Significance of Lead Time
Chapter 14 The Path to Lean—The Five Strategies to Becoming Lean
Chapter 15 Sustaining the Gains
Chapter 16 A Lean Transformation
Chapter 17 Planning and Goals
Chapter 18 Constraint Management
Chapter 19 Cellular Manufacturing
Chapter 20 The Story of the Alpha Line
Chapter 21 The Story of the Bravo Line: A Tale of Reduced Lead Times and Lots of Early Gains
Chapter 22 Using the Prescription—Three Case Studies
Chapter 23 The Precursors to Lean—Not Handled Well
Chapter 24 House of Lean, Systemwide Assessments and a Cool Experiment