The lean practitioner's handbook

"The Lean Practitioner's Handbook bridges the gap between the tools and concepts of Lean and the practical use of the tools. It offers a practical, easily accessible resource for anyone preparing for, implementing or evaluating lean activities covering key areas such as: aspects of a Lean...

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Bibliographic Details
Main Author Eaton, Mark, 1968-
Format Electronic eBook
LanguageEnglish
Published London ; Philadelphia : Kogan Page, 2013.
Subjects
Product management.
Lean manufacturing.
Waste minimization.
elektronické knihy
electronic books
Online AccessFull text
ISBN9780749467746
9781621985051
9781283950497
9780749466817
9780749467739
Physical Description1 online zdroj.

Cover

Table of Contents:
  • Introduction; 01 Planning for Lean; Structuring a Lean programme; Dealing with the issues that arise; Myth buster; Closing thoughts; 02 Key Lean concepts; What is Lean?; Overview of the Toyota Production System; The 14 principles of the 'Toyota Way'; Toyota 4Ps
  • developing leadership commitment; Muda, mura, muri; The seven wastes (and eighth waste); The five principles of Lean; Comparing the Toyota Production System with Lean; Comparing Lean with other improvement methodologies; Closing thoughts; 03 Scoping projects; An overview of scoping; Lean A3s.
  • Project charters and project initiation documentsThe practicalities of scoping; Scoping case study; Tactics for making scoping easier; Closing thoughts; 04 Value stream mapping events; Key concepts in value stream mapping; Three-stage value stream mapping; Two-stage value stream mapping; Alternative approaches to value stream mapping; The practicalities of value stream mapping; Value stream mapping case study; Closing thoughts; 05 2P/3P events; 2P events; 3P events; 2P case study (local government); 2P case study (health care); 3P case study (manufacturing); Closing thoughts.
  • 06 Rapid improvement events (RIE)Key RIE concepts and tools; Running rapid improvement events; 4-day RIE case study (manufacturing); 3-day RIE case study (health care); 1-day RIE case study (logistics); Closing thoughts; 07 Managing for daily improvement (MDI); Managing for daily improvement: everybody, every day; Embedding the change after an RIE; Closing thoughts; 08 Leader standard work (LSW); Creating a culture to support Lean; The behaviours of Lean leaders; Daily, weekly, monthly LSW; Structured problem solving in LSW; Managing the process; Closing thoughts; 09 Strategic planning.
  • Strategic preparationPolicy deployment (hoshin kanri); Transformation mapping; Enterprise level value stream mapping (ELVSM); Closing thoughts; 10 Engaging the team; Engaging individuals; Engaging people during Lean events; Dealing with difficult people; Closing thoughts; 11 Ensuring success; The top three warning signs; The six elements of success; The bumpy road to Lean; Closing thoughts; 12 Communications and celebrations; The purpose of communications; The purpose of celebrations; The style of communication; Types of communications; Types of celebrations; Presenting Lean topics.
  • Closing thoughts13 Key tools and concepts; Glossary; References; Index.

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