Lean Production for Competitive Advantage: A Comprehensive Guide to Lean Methodologies and Management Practices, Second Edition, 2nd Edition (Hardback) book cover

Lean Production for Competitive Advantage

A Comprehensive Guide to Lean Methodologies and Management Practices, Second Edition, 2nd Edition

By John Nicholas

Productivity Press

576 pages

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Description

Lean Production for Competitive Advantage: A Comprehensive Guide to Lean Methodologies and Management Practices, Second Edition introduces Lean philosophy and illustrates the effective application of Lean tools with real-world case studies. From fundamental concepts to integrated planning and control in pull production and the supply chain, the text provides a complete introduction to Lean production. Coverage includes small batch production, setup reduction, pull production, preventive maintenance, standard work, as well as synchronizing and scheduling Lean operations. Detailing the key principles and practices of Lean production, the text also:

  • Illustrates effective implementation techniques with case studies from a range of industries.
  • Includes questions and completed problems in each chapter.
  • Explains how to effectively partner with suppliers and employees to achieve productivity goals

Designed for students who have a basic foundation in production and operations management, the text provides a thorough understanding of the principles of Lean. It also offers practical know-how for implementing a culture of continuous improvement on the shop floor and in the office, creating a heightened sense of responsibility in all stakeholders, and enhancing productivity and efficiency to improve the bottom line.

In this second edition, the author addresses management’s role in Lean production. Early observers of Japanese methods focused on the shop floor to see amazing things unlike anything practiced elsewhere. And the thinking was, if the "methods" could be adopted by companies elsewhere, those companies would experience the success of the Japanese. What the early observers hadn’t considered were dramatic differences in the way those companies were managed, both daily and strategically. The "management side" of Lean production is addressed in two new chapters, one devoted to daily management, the other to strategy deployment. Additionally, there is a new chapter that addresses breakthrough improvement and an approach to achieving it called Production Preparation Process.

Every chapter has been revised and expanded to better tell the story of Lean production—its

history, applications, practices, and methods.

Reviews

"In the outpouring of writings on Lean production, the single work that tells it all and tells it well is this book by John Nicholas."

-- Richard J. Schonberger, author of Japanese Manufacturing Techniques; World Class Manufacturing; World Class Manufacturing Casebook; Building a Chain of Customers; and Best Practices in Lean Six Sigma Process Improvement.

Table of Contents

Foreword

Preface

Second Edition

Acknowledgements

1 Race without a Finish Line

Competitive Advantage: Better, Cheaper, Faster, More Agile

Lean Production and Total Quality Management

Lean Production and the Production Pipeline

The Lean Difference

Evolution of ManufacturingToyota Production System—Prototype for Lean ProductionTraining Within Industry

America’s Fall from Manufacturing Grace

The Imperative

Organization of Book

Notes

Suggested Reading

Questions

Research Questions

Section I. Continuous Improvement, Waste Elimination, Customer Focused Quality

2 Fundamentals of Continuous Improvement

Continuous Improvement as Tactics and Strategy

Finding and Implementing Improvements

Consensus Building

Summary

Notes

Suggested Reading

Questions

Problems

3 Value Added and Waste Elimination

Value-Added Focus

Sources of Waste

Lean Principles

The Meaning of Lean Production

Summary

Notes

Suggested Reading

Questions

Problems

4 Customer-Focused Quality

Quality Defined

Total Quality Management

Six Sigma

Statistical Process Control

Employee Involvement and Quality Ownership

Implementing TQM

TQM and Lean Production

Summary

Notes

Suggested Reading

Questions

Section II. Elements of Lean Production

5 Small Lot Production

Lot Size Basics

Lot Size Reduction

Facilitating Small Lot Sizes

Continuous Improvement

Summary

Notes

Questions

Problems

6 Setup-Time Reduction

Improve Setups? Why Bother?

Setup-Reduction Methodology

Minimum Setup Time

Techniques for Setup Reduction

Setup-Reduction Projects

Setups Everywhere

Summary

Notes

Suggested Reading

Questions

Problems

7 Maintaining and Improving Equipment

Equipment Maintenance

Equipment Effectiveness

Preventive Maintenance Program

Total Productive Maintenance

Implementing TPM

Summary

Notes

Suggested Reading

Questions

Problems

8 Pull Production Systems

Production Control Systems

Pull Systems and Push Systems

How to Achieve Pull Production

Continuous Improvement

Practical Matters

Summary

Notes

Suggested Reading

Questions

Problems

9 Focused Factories and Group Technology

Ways of Doing Work

Facilities Layout

Group Technology

Focused Factory

Product-Quantity Analysis

Establishing Product-Machine Groups

Advantages and Disadvantages of Focused Factories

Summary

Notes

Suggested Reading

Questions

Problems

10 Workcells and Cellular Manufacturing

Workcell Concepts

Workcell Applications

Workcell Design

Workcells Beyond Manufacturing

Workers in Cells

Equipment Issues

Cell Automation

Implementing Cellular Manufacturing

Getting Started

Summary

Notes

Suggested Reading

Questions

Problems

11 Standard Work

Standard Work

Takt Time

Completion Time Per Unit

Standard Operations Routine

Standard Quantity WIP

Standard Operations Sheet

Standard Work and Continuous Improvement

Conditions for Successful Standard Work

Standard Work in the Service Sector

Leader Standard Work

Summary

Notes

Suggested Reading

Questions

Problems 

12Quality at the Source and Mistake-Proofing

SPC Limitations

100% Inspection (Screening) 

Jidoka

Source Inspection and Pokayoke

Summary

Notes

Suggested Reading

Questions

Problems

13 Production Preparation Process, 3P

Breakthrough Redesign

Product Development Approaches

3P: Integrated Rapid-Learning

3P Events

Phases of 3P

Case in Point: Redesigning the Emergency Department

3P Necessary Conditions

3P Benefits

Summary

Notes

Suggested Reading

Questions

Section III. Lean Production Planning, Control, and Supply Chains

14 Uniform Flow and Mixed-Model Scheduling

Leveling Production

Mixed-Model Production: Heijunka

Production Planning and Scheduling in Different Circumstances

Final Assembly Scheduling versus Master Production Scheduling

Summary

Notes

Suggested Reading

Questions

Problems

15 Synchronizing and Balancing the Process

Synchronization

Bottleneck Scheduling

Balancing

Adapting to Schedule Changes

Summary

Notes

Suggested Reading

Questions

Problems

16 Planning and Control in Pull Production

The Whole Enchilada

Centralized Planning and Control System

Decentralized Planning and Control System

Shop-Floor Control

Adapting MRP-Based PPC Systems to Pull Production

Summary

Notes

Suggested Reading

Questions

Problems

17 Lean Production in the Supply Chain

Produce versus Buy

Relying on Suppliers

Supply Chain Management

Customer–Supplier Relationships

Partnership Relationships

Supplier Selection

Purchasing

Lean in the Supply Chain

Summary

Appendix: Supplier Kanban

Notes

Suggested Reading

Questions

Problems

Section IV. Lean Management System

18 Daily Management

Sustaining Gains

Lean Culture

Lean Transformation = Management/Leadership Transformation

Daily Management: Maintain Process Stability and Improvement

Tiers of Standardized Reviews and Accountability

Performance Measurement and PDCA

Leader Standard Work

Visual Management

Daily Huddles

Gemba Walks and Audits

Daily Readiness

Rapid Response and Escalation

Continuous Improvement and New Standard Work

Implementing Daily Management

Summary

Notes

Suggested Reading

Questions

19 Strategy Deployment

Improvements Tied to Strategies; Strategies Tied to Vision

Origins

Common Practices and Themes

Strategic Planning Preparation

Develop a Future Vision

Develop High-level Objectives and Strategies

Develop Annual Plan for High-Level Strategies

Deploy Strategies and Plans

Implement Plans

Review Progress

Control Departments

Strategy Deployment Calendar

Top Management Initiation

Benefits and Limitations

Summary

Notes

Suggested Reading

Questions

Index

About the Author

About the Author

John Nicholas is professor of operations management at Loyola University Chicago where he teaches in the areas of production and operations management, healthcare management, project management, and global operations management. He first introduced a course on lean production at Loyola in 1990. As a management consultant he has conducted productivity improvement projects and training programs in process improvement, quality circles, project management, and teamwork.

He is the author of numerous academic and technical trade publications and four books, including The Portal to Lean Production: Principles and Practices for Doing More with Less and Project Management for Business, Engineering and Technology: Principles and Practices.

Prior to Loyola John held the positions of test engineer and team lead for Lockheed/Martin Corporation, senior business analyst at Bank of America, and research associate at Argonne National Laboratory. He has a BS in aerospace engineering and an MBA in operations research and management, both from the University of Illinois, and a PhD in industrial engineering and applied science from Northwestern University.

Subject Categories

BISAC Subject Codes/Headings:
BUS070050
BUSINESS & ECONOMICS / Industries / Manufacturing Industries
TEC020000
TECHNOLOGY & ENGINEERING / Manufacturing