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OverviewThe inherent fear and reluctance of many companies to embark on a Lean journey can be self-destructive. This book explores the psychology behind why so many companies avoid Lean and hold on to inefficient processes. Drawing on personal experience, the author describes why and how businesses cling to the eight deadly wastes and why they continue to find ways to place improvement on the back burner. Whether it's poor leadership, the inability to change, or pure ego, the text explores this perplexing commitment to inefficiency. Full Product DetailsAuthor: Chris A. OrtizPublisher: Taylor & Francis Inc Imprint: Productivity Press Dimensions: Width: 15.60cm , Height: 1.80cm , Length: 23.40cm Weight: 0.453kg ISBN: 9781439878798ISBN 10: 143987879 Pages: 182 Publication Date: 09 April 2012 Audience: Professional and scholarly , Professional & Vocational Format: Hardback Publisher's Status: Active Availability: In Print  This item will be ordered in for you from one of our suppliers. Upon receipt, we will promptly dispatch it out to you. For in store availability, please contact us. Table of ContentsIntroduction The Psychology of Change Perception of Change Victimizing Letting Go Lean Is a Battlefield Cost-Quality-Delivery Cost Quality Delivery Changing Your Business Strategy for Lean Productivity Quality Inventory/WIP Floor Space Use Throughput Time Psychology of Metrics Leading the Lean Journey What Have We Done for Our Customers Today? Dangers of Not Going Lean in a Down Economy Business Is Good, Why Improve? Business Is Good, We Must Improve Business Is Poor, Why Improve? Business Is Poor, We Must Improve Changing into a Lean Leader Acknowledge and Involve Your Staff Provide an Environment in Which People Can Be Successful Do Not Humiliate Anyone Who Works for You Create an Environment Where Mistakes Are Okay Do Not Hide behind Your Position Be Approachable Admit Your Mistakes Listen in a Way That Encourages Employees to Talk to You Be Clear in Your Requests Stand behind Your People Be a Good Communicator Leaders Need an ROI Training Team Building People Development Strategic Planning World-Class Products Need World-Class Processes You Are the Creator of Your Business Reality The Psychology of Waste Psychology of Overproduction Psychology of Overprocessing Psychology of Motion and Transportation Psychology of Inventory Psychology of Defects Psychology of Waiting Psychology of Human Potential I'm Paid by the Hour No Investment in the People People Are Expendable Psychology of Waste: Conclusion The Psychology of Dysfunction Misconception of Working Hard Speed! Living with Waste Living with Overproduction Setup Quality Problems Machines Issues Living with Motion Living with Transportation Living with Overprocessing Administrative Functions Extra Steps and Redundant Effort Inefficient Machines Inability to Identify a Completion Point Living with Defects Living with Waiting Living with Inventory Facility Space Production Process Making Change Happen with 5S 5S and Visual Control Sort Set in Order How to Make a Shadow Board Personal Tools: Dilemma or Solution? Tool Check Cards Right Sizing during Set in Order Examples of Right Sizing Shine Standardize Sustain Human Will End of the Cleanup Procedures Daily Walkthroughs 5S Audit 5S Tracking Incentives Psychology of 5S Making Change with Lean What Type of Manufacturer Are You? Process Based Assembly Line Cellular Manufacturing Inline Production Cellular and Inline Production Inline Production Total Productive Maintenance (TPM) 5S Maintenance Baseline Equipment and One-Turn Method Operator PM Requirements Proactive TPM Predictive TPM Maintenance Technician Visual TPM Boards Kanban and Material Replenishment Setup Reduction and Quick Changeover Layout Tool Placement Visual Setup Boards Material Handling Intermediate Jigs Visual Metrics and Performance Facility Performance Sales On-Time Delivery (OTD) Productivity Quality Safety Metric Communication Boards (Production) Production Control Boards Keeping the Lean Fire Going Goals Pay-for-Skill Program Number of Jobs Experience Attendance Kaizen and Kaizen Event Participation Quality Errors More Returns Lean Training Programs New Employee Training Programs Level 1: Company Product Overview Training Level 2: Quality Overview Level 3: Introduction to Lean Manufacturing Eight Wastes 5S and the Visual Workplace Standard Work Available Time Kaizen Level 4: Mock Line Training Cross-Training Program Levels of Progression Novice (N) Certified (C) Trainer (T) Temporary Worker Progression Training Managers and Engineers Managers Engineers Conclusion Glossary IndexReviewsAuthor InformationChris A. Ortiz is the Founder and President of Kaizen Assembly, a Lean manufacturing training and implementation firm in Bellingham, Washington. Tab Content 6Author Website:Countries AvailableAll regions |
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