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Lean Production Simplified by Pascal Dennis Book Resume:
Following in the tradition of its Shingo Prize-winning predecessors, Lean Production Simplified, Third Edition gives a clear overview of the structure and tools of the Lean production system. Written for the practitioner by a practitioner, it delivers a comprehensive insider's view of Lean management. The author helps readers grasp the system as a whole, as well as the factors that animate it, by organizing the book around an image of a house of Lean production. Illustrating the eight kinds of waste, this updated edition of a bestseller: Describes the craft and mass production systems that preceded Lean production—including the contributions of Frederick Winslow Taylor and Henry Ford Explains the concepts of visual management, Five S, and Total Productive Maintenance Addresses just-in-time delivery of parts and products Examines the jidoka principle Covers the nervous system of Lean management, hoshin planning Illustrates the culture of Lean management This edition deepens and extends the previous edition with case studies on Lean outside the factory—in settings such as health care, IT, finance, design, engineering, and beyond. The case studies are based on personal experience of actual work in organizations generating real results. Lean Production Simplified, Third Edition covers each of the components of Lean within the context of the Lean production system. The author's straightforward common sense approach makes this book an easily accessible, on-the-floor resource for every team member. Watch Shingo Prize-winning author Pascal Dennis discuss Lean Production Simplified, Third Edition https://youtu.be/YD030vOb8KM
These are the three books that inspired me the most when I started my lean career: |
Principle 1: Base your decisions on a Long-Term PhilosophyThis principle is the foundation of all other principles and is incorporated in Toyota’s mission: to do the right thing for the company, it’s employees, the customer, and society as a whole.
Principle 2 create Continuous Flow. Flow is a way in which all types of waste defined by Ohno (1988) are brought to the surface. By implementing one-piece-flow, the optimal process, inventories between operations are reduced that hide problems at upstream operations. Quality errors are detected earlier in one-piece flow which reduce the amount of scrap work.
Principle 3: use Pull systems to avoid overproduction. Unfortunately, not every part of the process can be done one-piece flow. For example, it would not be efficient for a supplier to deliver one bolt each delivery. But it would also not be efficient if the truck would be filled with as many bolts as possible at every delivery. The next best thing according to Liker is a pull system, like kanban. The philosophy is that one should only deliver material exactly when it is needed.
Principle 4: level out the workloadHeijunka, to reduce the unevenness. Making the same amount of different products each interval has multiple benefits over producing one type of product as long as possible to reduce changeovers. Apart from reducing the risk of unsold products and being more flexible producing at customer demand, leveling out the workload creates a balanced use of labor and machines, and a smooth demand of upstream processes and suppliers.
Principle 5: Stop and fix the problem To build quality, a method to detect defects when they occur and automatically stop production should be in place (Jidoka). It is better to stop production and fix the problem at the root cause, than to continue production at the risk of creating more defects.
Principle 6: work with standards Standard work consists of takt time, a work sequence and a standard amount of stock at hand. When every employee does the task the same way, it is easier to improve that one best way.
Principle 7: Make problems visual The 5S system (Sort, Straighten, Shine, Standardize and Sustain) can be seen as a continuous process of improving the working environment as well as a just-in-time system for information flow.
Principle 8 Use only reliable tested technology
Principle 9: Grow your leaders internallyIt is important for the company to grow the next generation of leaders internally to make sure they embrace the same Philosophy as the current leaders. Internal grown leaders have more in dept knowledge of the work done in the organization and should be trained to be a facilitating manager, coaching the employees in his or her team.
Principle 10: Develop exceptional people and teamsPromote team work and make sure the teams do things instead of talk about things. The team lead should be a facilitator of his team. Because all team members participate in continuous improvements, the standard work does not dissatisfy operators but supports growth towards self-actualization (Maslows pyramid).
Principle 11: Respect your Network partnersWork together with your partners, focus on long term partnership and grow to common goals together. Liker describes the Supply Chain Need hierarchy where you first need a stable relationship with your partners before you can become a learning organization. One cannot optimize the supply chain if the business relationships are unfair, unreliable or when expectations are unclear.
Principle 12: Go see for yourselfNever base decisions on data from your screen, but always go to the Gemba (shopfloor) to see the problem for yourself and talk with the operators who encounter the problem and facilitate them in fixing it. Liker also mentions: as a leader, a call from the shop floor is more important than a call from top management.
Principle 13: Make decisions slowly by consensus and implement rapidlywithout consensus of the people who work at the shop floor, they will never use the tools you implement according to principle 2-8. For each problem: go to Gemba, include all team members, and investigate all possible solutions. According to Liker, the A3 form can be the key tool be used at creating consensus on complex decisions.
Principle 14: Use Hansei (reflection) and Continuous Improvement (Kaizen) to become a Learning OrganizationGrowth is only possible when you take time to reflect (Hensei) on performance, perform a root cause analysis on problems (5x Why) and implement proper countermeasures (improvements; Kaizen) to prevent the problem from reoccurring. Take time to define the real problem by focusing on the process, not the results. Use the plan-do-check-act cycle (PDCA) to solve your problems.
Liker’s first principle describes that focus should only be put on the long-term goals and in the explaining principal 14 he argues that measuring results on the short term is undesirable. Instead, KPI’s should be both process oriented, and long term. A definition of short term is not given in The Toyota Way.
Ohno (1988) also describe the use of Long term KPI’s to track performance of your production environment. In his book The Toyota Production System he stresses the use of focusing on time rather than capacity. Lead time can be split in three types of time; processing time, waiting time and transport time. In a low volume and high variety production environment, reducing lead times for a product or product family is considered a long term goal. Focusing on the lead time is therefore considered process-focused and long term, and is therefore in line with Liker’s principle.
On the other hand, Kotter (1996) describes eight steps to transforming your organization in his work Leading Change of which one critical step is to generate short term gains. Kotter encourages the measurement of results on a short term because short term wins are essential to keep the employees motivated to continue with the new way of working. He also describes short term wins should be measurable between 12 and 24 months after starting the cultural change while real cultural change will take at least 5-8 years.
Suzaki (1993) also describes the need to track short term KPI’s on the shop floor to facilitate continuous improvement. In his book The New Shop Floor Management Download toyota 4runner wallpapers. he encourages the use of communication cells at each department to facilitate communication between departments and between shifts within the department. The KPI’s tracked on the board should also lead to direct action when the performance is below target, to prevent escalation. By focusing only on long term KPI’s, small problems might only be noticed after a certain period of time, leading to defects.
I would therefore personally use both short term KPI’s and Long term KPI’s. The short term KPI’s should be used at the shop floor to facilitate a quick response when problems occur (suzaki, 1993), which can also be used to show results of the Lean initiatives to motivate employees (Kotter, 1996). The focus of management should be on the long term process KPI’s (Liker, 2004), which to track process changes in Lead time, Transport times and waiting times (Ohno, 1988).
Lean Production Simplified The Toyota Way Free Download Movie
Lean Production Simplified The Toyota Way Free Download Full
Three other lean books that can help you understand the lean philosophy: |