Mike Elbert

Lean Production for the Small Company

• Broschiertes Buch

Produktbeschreibung

This hands-on guide to adapting Lean principles and the Toyota Production System to high-mix/low-volume environments uses charts, pictures, and easy-to-understand language to describe the methods needed to improve processes and eliminate waste. It walks readers through the correct order of implementation and describes problems and pitfalls along with time-tested solutions. Explaining how to incorporate existing systems into a Lean strategy, the book starts with the fundamentals and builds on them to describe the full range of tools and processes needed to implement Lean.

Produktdetails

• Verlag: Taylor & Francis Ltd (Sales)
• Seitenzahl: 295
• Erscheinungstermin: 7. August 2012
• Englisch
• Abmessung: 251mm x 175mm x 23mm
• Gewicht: 635g
• ISBN-13: 9781439877791
• ISBN-10: 1439877793
• Artikelnr.: 34760851

Autorenporträt

Mike Elbert is president of Elbert Lean Business Systems, LLC, a consulting service that helps businesses eliminate waste. A qualified Lean Practitioner, Mike is a leader in business and manufacturing processes and systems with an MBA in manufacturing systems from the University of St. Thomas. Industries that Mike has worked in include electronic components, consumer electronics, heavy metal fabrication, precision machining, plastic and rubber molding, and medical device manufacturing. He spent more than twenty-five years as a manager of engineering, quality, product, and process design, and he understands the importance of planning, teamwork, and accountability. During his thirty-plus years in manufacturing, Mike has worked in a diverse range of organizations, including small-, mid-, and large-sized corporations. For the past twenty-five years, he has worked with Lean manufacturing systems and its predecessors, focusing on improving manufacturing processes and equipment. Mike believes that any business, including start-ups, can improve efficiency and income by identifying and eliminating waste from processes, including the extended supply chain. He offers a range of programs and services that include teaching Lean business systems, facilitating improvement meetings, and directing the overall transformation of your company to a Lean organization. Drawing on decades of experience in low- and high-volume production, he now focuses mainly on the implementation of Lean business and manufacturing systems while also providing many classical industrial engineering products. After a career spent reducing costs and improving manufacturing efficiency, Mike now teaches and coaches others on how to achieve the same success. He is passionate about Lean business and manufacturing systems and their ability to improve your company, products, and customer satisfaction. Mike has published articles and has been quoted in Industrial Engineering magazine, and was a columnist for the Minnesota Manufacturers Alliance's monthly newsletter. He has taught seminars for the Minnesota Manufacturers Alliance, Minnesota Employers Association, and nationally for the Institute of Industrial Engineers. He is a life member of the Institute of Industrial Engineers and a member of its Twin Cities Chapter 38. Mike Elbert is available for private consultations on Lean Enterprise Systems, operations management, industrial engineering, and facility design. For more information, please visit his website at www.elbertleansystems.com.

Inhaltsangabe

Introduction Brief History of Lean Manufacturing Philosophy of Lean
Manufacturing and Business Systems Why Do We Need Lean Manufacturing and
Business Systems Fundamentals of Lean Production and Business Systems Nine
Critical Wastes in Business Concerning Elimination of Waste Fundamentals of
Lean Manufacturing The Five Whys' Critical Importance of Management
Commitment Establish your Lean Team and Lean Leader The Lean Coach Lean
Coach and Consultants Lean Team Lean Production and Your Employees Some
Will Leave Us (making the really tough decision, removing human roadblocks)
Lean Systems versus Six Sigma Tools for Continuous Improvements Step 1:
Hands on Example: Order out of Chaos Housekeeping 5S Beginning your Journey
Waste Walk Plant Manager: Waiting (Idle Time) Materials Manager: Excess
Inventory Finished Goods: Overproduction Production Manager: Overproduction
Quality Manager: Defects Purchasing Manager: Environmental Planning
Manager: Transportation Manufacturing Engineering Manager: Excessive Motion
Lean Leader: Overprocessing Current Lean Status Value Stream Maps: The
Amazing Tool (Critical to your Success) What is a Value Stream Map and Why
you Need It Why a Value Stream Map Is Critical to Your Success How to
Create a Value Stream Map Current State Map Creating the Map Gather Your
Data How to Read a Value Stream Map Next, Compare the Current State Map to
the Future State Map Identify your Products Continuous Improvement Projects
Identifying your Projects from your Maps Which Project to do First Machine
Tools and Takt Time Smoothing the Flow of Production Balancing Product Mix
in the Work Cell Implementation Audits Who Should be Audited? Stabilizing
your Process Your First Kaizen Project Team What is a Kaizen Event
(continuous improvement event) Team Make-up Kaizen Event Process SMART
Goals Plan-Do-Check-Act Using Plan-Do-Check-Act Kaizen Tool Box Tool Box
Inventory List Continuous Flow Step 1 - Determine Family Mix Step 2 - First
Production Cell Step 3 - Create Goals and Result Chart Stabilizing Your
Process Standing in the Circle Standardize Work Using Standardize Work
Reducing Variability Leaders Standard Work versus Work Instructions Team
Leader Standard Work Managers Standard Work Accountability Daily Production
Meetings Work Cell and Factory Layout Work Cell Layout Ergonomic Design
Work Cell Material Handling Design Creating your Lean Road Map (Strategy
Deployment) Introduction Strategic Lean Manufacturing Plan Visual Controls
and Visual Management Visual Management Displays and Controls Andon Display
Production Scheduling Introduction MRP and Lean Complement Each Other What
Finished Goods Should I Stock? Types of Pull Systems Organizing and
Controlling Finished Goods Warehouse How to Schedule the Production Line
(Value Stream) Introduction Pacemaker Process Efficiency versus Changeover
Supermarket (Warehouse) Location in the Factory Signaling Material
Withdrawal from the Market Batch Production Signal Kanban Production
Capacity versus Changeover Time Determining Production Lot Size Reorder
Trigger Point Working With Out Work Orders Labor and Material Accuracy Work
Order Back Flushing Cycle Count Inventory Material Management Raw Material
Inventory Management Loading the PFEP What Data to Input First Equations
Used with PFEP Planning Minimum Inventory Levels Value of Frequent
Deliveries Quantity of Containers Required Material Reorder Points Updating
and Editing the PFEP Creating the Raw Material Market Organizing the
Warehouse Layout of the Supermarket Creating the Supermarket How do I
Expedite Parts? Timed Delivery Routes Basic Material Handling Information
Creating Your Timed Delivery Routes Point-of-Use Rack Design Pull Signal
Material Coupled versus Decoupled Routes (What's the Difference)?
Determining the Number of Pull Signals Kanban-in-the-Loop Sustaining the
Material Handling System Supplier Replenishment to Your Warehouse Getting
Started Finished Goods Replacement Tying in Finished Goods Warehouse to the
Production Floor Packaging Schedule Board How to Use the Packaging Schedule
Board Sequence of Operation Standardized Problem-Solving Method Problem
Solving Recognize You Have a Problem Elevate to the Next Higher Level
Evaluate the Severity of the Problem Control the Expansion of the Problem
Containing the Problem Preventing a Recurrence Inspect Every Job
Mistake-Proofing Where Do You Start Error-Proofing? General Inspection 100%
Inspection Error-Proofing Devices Immediate Feedback Statistical Process
Control and Mistake-Proofing Working with Suppliers and Partners
Introduction Looking for Suppliers Seven Characteristics of
Supplier-Customer Partnering Outsourcing Products Group Suppliers by
Capability Lean Accounting Show me the Money Performance Goals Box Scores
What You Get For Your Effort Profit and Loss (Income) Statements
Cash-to-Cash Cycle Calculate Cash-to-Cash Cycle Achieving a Higher Level of
Lean Culture Change: Learning to Stop and Fix the Problem Changing the
Culture Change Key Ingredients to Cultural Change Team Leader and Stopping
the Production Line Creating a Culture that will Stop and Fix Problems (Get
Out of Fire Fighting) Using Metrics to Track Change To Change a Culture,
Change a Behavior Final Thoughts What have we Learned Sustaining Lean
Conversion The Human Factor Goals and Measurements Rewards Help Where do
you Find People with Lean Business Knowledge? Conclusion Glossary
References Index