1st Edition

Lean Transformation Cultural Enablers and Enterprise Alignment

By Suresh Patel Copyright 2016
    276 Pages 119 B/W Illustrations
    by Productivity Press

    275 Pages 119 B/W Illustrations
    by Productivity Press

    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.

    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

    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.

    "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