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Lean production for competitive advantage 1st edition by John Nicholas ISBN 1498780911 9781498780919

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ISBN 10: 1498780911
ISBN 13: 9781498780919
Author: John Nicholas

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.

Lean production for competitive advantage 1st Table of contents:

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 Manufacturing

  • The Machine that Changed the World

  • Craftsmanship Yields to Industrialization

  • Craft Production of Automobiles

  • Ford’s Mass Production System

  • Emergence of Modern Mass Production

  • Mass Production Around the World

  • Toyoda and Ohno

  • Toyota Production System—Prototype for Lean Production

  • Reduced Setup Times

  • Small Batch Production and One-Piece Flow

  • Quality at the Source

  • Equipment Maintenance

  • Pull Production

  • Standard Work

  • Supplier Partnerships

  • Employee Involvement and Empowerment

  • Continuous Improvement

  • Training within Industry

  • America’s Fall from Manufacturing Grace

  • Climbing Back

  • Modern Developments

  • The Imperative

  • Organization of the Book

  • Questions

  • Research Questions

  • Suggested Reading

  • Notes

SECTION I: Continuous Improvement, Waste Elimination, Customer-Focused Quality

2. Fundamentals of Continuous Improvement

  • Continuous Improvement as Tactics and Strategy

  • Incremental Improvement: Kaizen

  • Innovation Improvement

  • Making the Leap

  • Improvement as Strategy

  • Lean Production: Innovative and Breakthrough Improvement

  • Finding and Implementing Improvements

  • PDCA Improvement Cycle

    • Plan Step

    • Do Step

    • Check Step

    • Act Step

  • Go See

  • Five-Why Process

  • Value Analysis/Value Engineering

  • Value Analysis Procedure

  • Employee-Driven Kaizen

  • Kaizen Events

  • Basic Problem-Solving and Analysis Tools

    • Check Sheet

    • Histogram

    • Pareto Analysis

    • Scatter Diagram

    • Process Flowchart

    • Cause-and-Effect Analysis

    • Run Diagram

  • Value Stream Mapping

  • Consensus Building

  • Nemawashi

  • A3 Report

    • A3 Format and Purpose

    • A3 Process

    • Problem-Solving A3

  • Summary

  • Questions

  • Problems

  • Suggested Reading

  • Notes

3. Value Added and Waste Elimination

  • Value-Added Focus

  • Necessary and Unnecessary Activities

  • Support Organization

  • Employee Involvement

  • Historical Note: Gilbreths and the One Best Way

  • Sources of Waste

    • Toyota’s Seven Wastes + 1

    • Canon’s Nine Wastes

    • Muda, Muri, and Mura

  • Lean to Green

  • Lean Principles

    • Simplification

    • Product, Process, and Procedure Simplification

    • Concurrent Engineering

    • Cleanliness and Organization

  • Improvement Kickoff

    • Five-S

    • Benefits

    • Visibility

  • Data Collection and Measurement

    • Grassroots Measurement

    • Visual Management

    • Bottom Line

    • Cycle Timing

    • Agility

    • Variability Reduction

    • Standardization

  • Lean Principles beyond Manufacturing

  • The Meaning of Lean Production

  • Implementation Barriers

    • Attitudes

    • Time Commitment

    • Quality Commitment

    • Misunderstanding Lean Production

    • Social Impact of Lean

  • First Things First

  • Learn as You Go

  • Summary

  • Questions

  • Problems

  • Suggested Reading

  • Notes

4. Customer-Focused Quality

  • Quality Defined

  • Customer’s Perspective

  • Voice of the Customer

  • Producer’s Perspective

  • Quality of Design and Kano Model

  • Quality of Conformance

  • Total Quality Management

    • TQM Integrative Framework

    • Marketing, Sales, and Finance

    • Product Design and Manufacturing Process Design

    • Purchasing and Suppliers

    • Production Management and Frontline Workers

    • Customer Service

  • Six Sigma

    • Statistical Interpretation

    • Define, Measure, Analyze, Improve, Control Improvement Process

    • Belts and Certification

    • Statistical Process Control (SPC)

    • Control Chart

    • Process Stability

    • Process Capability

    • Nonstatistical Process Control

  • Employee Involvement and Quality Ownership

  • Frontline Worker Responsibility

  • Process Orientation

  • Quality Training and Education

  • Implementing TQM

  • Barriers to Successful TQM

  • TQM and Lean Production

  • Summary

  • Questions

  • Suggested Reading

  • Notes

SECTION II: Elements of Lean Production

5. Small Lot Production

  • Lot-Size Basics

  • Dollar Costs Associated with Lots

  • Lot Sizing and Setup Reduction

  • Kind of Lots

  • Lot Sizing

    • Process and Purchase Batches

    • Lot-for-Lot

    • Period Order Quantity

    • Economic Order Quantity

    • Economic Manufacturing Quantity

  • EOQ-Based Methods: Discussion

  • Transfer Batches

  • Lot-Size Reduction

  • Effect of Lot-Size Reduction on Competitive Criteria

    • Lead Time

    • Inventory

    • Setup and Handling Cost

    • Quality

    • Flexibility

  • Batch Size One = One-Piece Flow

  • Case for Larger Process Batches

  • Minimal Lot Size

  • Buffer Stock

  • Demand Variability

  • Lead Time Variability

  • Facilitating Small Lot Sizes

    • Process Batches

    • Purchase Quantities

    • Transfer Batches

    • Delivery and Shipping Batches

  • Continuous Improvement

  • Summary

  • Questions

  • Problems

  • Notes

6. Setup-Time Reduction

  • Improve Setups? Why Bother?

  • Traditional Approaches

  • Find Another Way

  • Benefits of Simplified Setups

  • Setup: A Case in Neglect

  • Setup-Reduction Methodology

    • Shingo and Single-Minute Exchange of Dies

    • SMED Methodology for Setup Reduction

      • Stage 1: Identify Internal and External Steps

      • Stage 2: Convert Internal Steps to External

      • Stage 3: Improve All Aspects of the Setup Operation

      • Stage 4: Abolish Setup

  • Minimum Setup Time

  • Techniques for Setup Reduction

    • Separate Internal and External Steps

    • Checklists

    • Equipment Checks and Repairs

    • Setup Schedules

    • Improve Internal Setups

    • Parallel Setup Tasks

    • Attachment Devices

    • Eliminate Adjustments

    • Improve External Setups

    • Storage

    • Setup Kits and Carts

    • Material Handling

    • Abolish Setup

  • Setup-Reduction Projects

    • Scope of Project

    • Setup-Reduction Team

    • Ready, Get Set, Shoot!

    • Video Recording Analysis

    • Generating and Selecting Ideas

  • Continuous Improvement

  • Setups Everywhere

  • Summary

  • Questions

  • Problems

  • Suggested Reading

  • Notes

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