Lean QuickStart Guide_ The Simplified Beginner’s Guide to Lean - PDF Room

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upstream and down. When viewing a supply chain as a network, a level of dynamic transparency is needed to ensure that goods and materials flow appropriately and without waste. However, this can be difficult, depending on the relationships a firm has with its suppliers and customers. In some supply networks, complete integration of systems exists so that suppliers can generate orders automatically based on real-time visibility of the buyer’s inventory of raw materials. This is obviously a very advanced and very beneficial relationship to both parties, but levels of visibility and cooperation should be present within all buyer and supplier networks to ensure a productive relationship for both parties. The focus on visibility is not exclusive to Lean. Stepping outside the frame of Lean for a moment and examining “best practices” for conventional businesses in all fields and industries, we see the importance of visibility in the supply chain. This is a crucial component of successful business operations and logistics for maintaining a competitive advantage. The establishment of a high-visibility supply chain is an important platform to develop and implement Lean. In order for a company to maintain its competitive edge, it is crucial that each department or facet of the company that is engaged in value-added processes contributes to the information flow. Poor communication can result in cost for any company and is a root cause, in some form, of all of the sources of waste. Poor communication also causes distortion within the supply chain, and, in addition to causing numerous waste events, it can affect perception of brand and quality. If distortion occurs in regard to customer needs, then what the company delivers could be radically different from what the customer expected, which is the exact opposite of a customer service focus. If too little information is shared about common goals and the company’s overriding goals, then departments may default to a “profit maximizing” mode in which department heads focus only on results for their own portion of the value-added process. This may sound like a productive approach at first, but the fact of the matter is, this tunnel-vision approach usually means that other departments suffer while one posts record productivity and profit. If the focus is instead placed on the production cycle as a process and on value-added activities, then departments or business units are not incentivized to deviate from the company’s production protocols and standards. Visibility and information sharing must occur to ensure all departments are in line with the company’s short-and long-term goals, as well as to ensure departmental cooperation and success as a team. In short, visibility is the key to making a company more than the sum of its parts.
6. Flexibility Flexibility is an essential characteristic in the business world, because market conditions and customer needs are constantly changing. Additionally, flexibility and continuous improvement go hand in hand in making employees and overall corporate culture tolerant of and even hungry for change. The phrase “change is inevitable” can now be extended in the business world to say “change is inevitable for survival.” A company that is ready to change is more prepared to succeed in the current business climate. A focus on flexibility also means less friction when dealing with changing customer needs. While not listed as a source of waste, resistance to the needs of the customer can result in intangibly damaging waste events in the areas of reputation or service. Additionally, new ideas regarding the reduction of waste can require radically different programs whose implementation can create higher efficiency processes. A firm that’s ready to move to the next level will see smoother transitions when adopting new programs and practices, meaning reductions in downtime, both literally and in D.O.W.N.T.I.M.E. waste reduction.
Page 3: LEAN
Page 7 and 8: Contents ACCESS YOUR FREE DIGITAL A
Page 9 and 10: BEFORE YOU START READING, DOWNLOAD
Page 11: processes for an organization and t
Page 14 and 15: | 1 | Six Components of Lean Philos
Page 17 and 18: Defective Production Defects equal
Page 19 and 20: incur costs. Transportation is inev
Page 21 and 22: materials can also be disrupted, ca
Page 28 and 29: 3. Simplicity Simplicity is a golde
Page 30: Restart the cycle with the newly st
Page 33 and 34: 1. Initial Perceptions This is a de
Page 35: fig. 7 : A sample A3 master sheet.
Page 39: 5. Visibility Visibility within an
Page 44 and 45: prescribes five other pillars: the
Page 46 and 47: | 2 | Lean Production In This Chapt
Page 49 and 50: But if the pull production system i
Page 51: —raw materials to the delivery of
Page 54: distance moved, and time taken are
Page 57: from specific components. The compo
Page 61 and 62: The above graphic is an example of
Page 64: What decision makers can learn from
Page 68 and 69: Kanban Kanban, translated from Japa
Page 70: 5. Under no circumstances should de
Page 74: Takt Time Takt time is yet another
Page 78 and 79: The result, 400 minutes, is the net
Page 81 and 82: Just-in-Time Just-in-Time (JIT) is
Page 83 and 84: possible, and line changes are sche
Page 85 and 86: ut on-time delivery, service, and v
Page 88: Facility Layout & Uniform Plant Loa
Page 92:
Process Layout Process facility lay
Page 96:
Production Leveling
Page 100 and 101:
Leveling by Product Mix Though in p
Page 102 and 103:
Other Tools : Six Sigma Though not
Page 104 and 105:
To evaluate the current state of sy
Page 106 and 107:
Key Questions (Answers on pg. 137)
Page 108 and 109:
| 3 | The Lean Toolkit The Lean Too
Page 110:
Manpower Manpower encompasses every
Page 113 and 114:
The 4 S’s of Service (not to be c
Page 116 and 117:
Poka-Yoke While many of the Lean ma
Page 118:
for business activities: High Criti
Page 121 and 122:
additional set of criteria by which
Page 123:
focusing steps is always to improve
Page 126 and 127:
Page 128 and 129:
evaluation, or production method, a
Page 131 and 132:
Sort The sort portion of the 5S met
Page 133 and 134:
A clean work environment is also th
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entire industry of Lean consultants
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Implementation Concerns The Lean bu
Page 140 and 141:
Page 142 and 143:
Appendix Value Stream Mapping Sampl
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the process where inputs (raw mater
Page 148:
Step 3 : Add the Flow of Materials
Page 152 and 153:
Step 5 : Add Relevant Process Data
Page 155 and 156:
Due to some confusion over the sawt
Page 157 and 158:
Glossary 5M—The 5 M’s of manufa
Page 159 and 160:
Kanban—A flow-oriented method of
Page 161 and 162:
generally assumed to be homogeneous
Page 163 and 164:
Answers
Page 165 and 166:
Chapter Two 1c, 2b, 3b, 4a, 5d, 6b,
Page 167 and 168:
Chapter Four 1b, 2c, 3a, 4b, 5d
Page 169:
About ClydeBank Media We are a mult
Page 172 and 173:
Explore the World of BUSINESS TO EX
Page 174 and 175:
ClydeBank Media is a Proud Sponsor
Page 176 and 177:
Copyright © 2016 by ClydeBank Medi
Page 179 and 180:
Copyright © 2016
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All Rights Reserved ISBN-13 : 978-1
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