Visual Tools
Collected Practices and Cases
1st Edition
Published on 30. December 2005
Book
Paperback/Softback
144 pages
978-1-56327-331-5 (ISBN)
Description
Visual tools are an essential part of any lean transformation, and understanding correct application of appropriate tools is crucial. This book clearly illustrates how successful organizations, such as Boeing and Maytag, have implemented visual tools in their operations. It shows both their respective achievements and the challenges they faced. Visual Tools: Collected Practices and Cases provides a variety of case studies taken from articles previously published in Lean Manufacturer Advisor - the monthly newsletter by Productivity Press.
More details
Language
English
Place of publication
Portland
United States
Publishing group
Taylor & Francis Inc
Target group
Professional and scholarly
Professional and Professional Practice & Development
Dimensions
Height: 229 mm
Width: 152 mm
Weight
204 gr
ISBN-13
978-1-56327-331-5 (9781563273315)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Content
Part I: 5S/Cleaning
Chapter 1: 5S Becomes Lean Cornerstone at Maytag Refrigerator Factory
Chapter 2: Parts Plant is Boeing's Best for Two Years in a Row
Chapter 3: Sustaining a 5S/Visual Management Implementation
Chapter 4: Establishing Goals Yields Faster and Better Cleaning
Chapter 5: Cleanliness Equals Value
Part II: Standard Work/Mistake-Proofing
Chapter 6: Implementing Standard Work Means More than Posting Signs
Chapter 7: The Mother of Improvement
Chapter 8: Mistake-Proofing is a New Tool as Lean Initiatives Evolves
Part III: Kanban
Chapter 9: Keys to the Quantity of Kanban
Chapter 10: Fixing Everything at Once (Alaris Medical Systems)
Chapter 11: Carpeting Kanban Vacuums Excess Out of Inventory
Chapter 12: Kanban-Like Systems Pulls Products into Stores
Chapter 13: A High-Mix, Low-Volume Answer to Kanban
Chapter 14: Software, Totes and 'Milk Runs': Kanban at MKS Instruments
Chapter 15: Diminishing Buffer Can Serve as a Signal for Production Start
Chapter 16: Ford's Electronic Kanban makes Replacement Easy
Part IV: Visual Controls
Chapter 17: Visual Techniques Provide Key Workplace Information
Chapter 18: Spreading the Word - Visually
Chapter 19: Storyboards Teach Workers the Process
Chapter 20: Problems Become Obvious by Displaying Takt vs. Actual
Chapter 1: 5S Becomes Lean Cornerstone at Maytag Refrigerator Factory
Chapter 2: Parts Plant is Boeing's Best for Two Years in a Row
Chapter 3: Sustaining a 5S/Visual Management Implementation
Chapter 4: Establishing Goals Yields Faster and Better Cleaning
Chapter 5: Cleanliness Equals Value
Part II: Standard Work/Mistake-Proofing
Chapter 6: Implementing Standard Work Means More than Posting Signs
Chapter 7: The Mother of Improvement
Chapter 8: Mistake-Proofing is a New Tool as Lean Initiatives Evolves
Part III: Kanban
Chapter 9: Keys to the Quantity of Kanban
Chapter 10: Fixing Everything at Once (Alaris Medical Systems)
Chapter 11: Carpeting Kanban Vacuums Excess Out of Inventory
Chapter 12: Kanban-Like Systems Pulls Products into Stores
Chapter 13: A High-Mix, Low-Volume Answer to Kanban
Chapter 14: Software, Totes and 'Milk Runs': Kanban at MKS Instruments
Chapter 15: Diminishing Buffer Can Serve as a Signal for Production Start
Chapter 16: Ford's Electronic Kanban makes Replacement Easy
Part IV: Visual Controls
Chapter 17: Visual Techniques Provide Key Workplace Information
Chapter 18: Spreading the Word - Visually
Chapter 19: Storyboards Teach Workers the Process
Chapter 20: Problems Become Obvious by Displaying Takt vs. Actual