1st Edition

Lean Transformation
Cultural Enablers and Enterprise Alignment




ISBN 9781498743365
Published July 15, 2016 by Productivity Press
249 Pages - 119 B/W Illustrations

USD $56.95

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Book Description

Books in the Quality and Business Excellence series can help readers improve customer value and satisfaction by integrating the voice of the customer into design, manufacturing, supply chain, and field processes. Lean Transformation: Cultural Enablers and Enterprise Alignment is about the Lean system. It begins by describing the reasons why so many Lean implementations fail and explaining why managers need to focus their valuable time on early adopters rather than on trying to convert resistors.

This book describes the guiding principles of the Shingo process for continuous improvement layout and evaluation. It examines the principles, systems, and tools of continuous improvement and demonstrates how to deploy these proven methods in plants and distribution centers.

The book covers time-tested continuous improvement process tools and practices, including the visual workplace, mistake proofing, PDCA, 5S, Heijunka, standard work, Kaizen, and value stream mapping. It also examines Lean performance measures and introduces a comprehensive Lean tool assessment system.

Presenting seven proven techniques for altering and guiding a Lean culture, the book identifies a formal process for overcoming common roadblocks. It also illustrates the proliferation of the Lean initiative across an organization's various sites.

This book describes how proper assessment of Lean system tools can help your organization remain focused on system standardization and boost your organization’s sustainability efforts. It includes job descriptions of various roles in the improvement process, including those for Lean supervisor and Lean team leader, as well as a glossary that defines key terms.

Table of Contents

Introduction
History of Lean

Business Process
Roadblocks to Lean Transformation
Business Process View
Managing the Purpose
SIPOC Diagram

Embarking on the Lean Journey
Shingo Process
White Coat Leadership versus Improvement Leadership
Nurturing the Lean Culture

Techniques to Change to Lean Culture
Cross-Training: A Win-Win Situation
Steps to Implement Cross-Training
On-the-Job Training
Coaching and Mentoring
Team Management
Team Dynamics
Handling Problem People
Conflicts
Team Decision and Consensus Building
Suggestion Schemes
The Idea Board
Safe Working Environment

SECTION II: PRINCIPLES OF CONTINUOUS IMPROVEMENT PROCESS

Importance of Principles, Systems, and Tools in Continuous Improvement
What Is a Principle?

Principles of Continuous Improvement Process
Process Focus
Identification and Elimination of Barriers to Flow
Matching the Rate of Production to the Level of Customer Demand
Scientific Thinking
Jidoka (Automation—Combination of Automation and Mistake Proofing)
Integrate Improvement with Work
Seek Perfection

Quality Is Built in the Product or Service at the Source
Standard Work
Successive Checks
Self-Checks
Visual Management—Visual Factory
Mistake Proofing—Poka Yoke
Separate Man from Machine
Multiprocess Handling—Multimachine Handling
Cellular (Cell) Manufacturing
Stop and Fix

SECTION III: CONTINUOUS IMPROVEMENT PROCESS TOOLS AND PRACTICES

Continuous Improvement Process System
Visual Workplace
5S Standards System Complete with Implementation Guidelines
PDCA Model for 5S Implementation
Sort
Straighten
Shine
Standardize
Sustain
Lot Size Reduction and Production Leveling System (Heijunka)
Total Productive Maintenance System (TPM) and Its Implementation
Standard Work
Continuous Improvement
Kaizen
A3 Report
Corrective/Preventive Action System

Continuous Improvement Process Tools and Practices
Value Stream Mapping
Future State Mapping
Error Proofing
Continuous Flow or One-Piece Flow
Setup Reduction
Pull System
Kanban

SECTION IV: LEAN PERFORMANCE MEASURES AND PERFORMANCE ASSESSMENT

Lean Performance Measures
On-Time Delivery (OTD)
Cost of Nonconformance (CONC)

Lean Tool System Assessment
Value Stream Mapping
5S
Standardized Work
Total Productive Maintenance (TPM)
Error Proofing
Setup Reduction
Continuous Flow
Pull System
Tool Assessment Summary Radar Chart
Lean Assessment

Appendices:

Job Description of a Lean Supervisor

Job Description of a Lean Team Leader

Conclusion

Glossary of Terms

Bibliography

Index

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Author(s)

Biography

Suresh Patel is a former Technical Director and Operations Excellence Executive. He earned his BE degree in electrical engineering from M.S. University of Baroda, India, his master’s degree in production technology from South Bank University, London, and an MBA degree from the University of Texas at Brownsville. He is qualified as a Certified Reliability Engineer, Certified Quality Engineer, and Certified Management Systems Auditor by the American Society for Quality.

In his long career spanning more than four decades, he has developed a wide range of products/processes and has helped in establishing six manufacturing plants in India and five US plants in Mexico. Starting with India, his career path has enabled him to work in industries in the UK, Denmark, Belgium, Canada, USA, China, Mexico, and Chile. His career has been enriched through holding key positions with such multinational corporations as Gestetner, Motorola, United Lighting Technologies, Eaton Corporation, and Fiat Global.

Reviews

"The author’s account of these difficult and vast subjects is very praiseworthy and proof of his vast industrial experience of more than four decades of working with MNCs in Asia, Europe, and the Americas. This is an inspirational work that is easy to learn and apply by the lay reader. I highly recommend this book to all students, teachers, executives, and organizations who want to learn and implement global quality management systems, Lean Six Sigma systems, and business excellence strategies."
—Madan Mohanka, Chairman, Managing Director, and Founder, TEGA Industries Limited, Kolkata, India