
Lean Toolbox Sixth Edition
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Content
- Intro
- Title Page
- Copyright Page
- Contents
- 1. How to use this book
- Philosophy, Mindset & Science Of Lean
- 2. The Lean Philosophy
- 2.1 What Is Lean?
- 2.2 Where Does Lean Come From?
- 2.3 Why Do We Call It 'Lean'?
- 2.4 Beware Of A 'Tool Mindset'
- 2.5 Where To Start Your Lean Transformation
- 3. The Lean Mindset
- 3.2 The Five Lean Principles3.1 The 'Ideal Way', 'True North', And Purpose
- 3.2 The Five Lean Principles
- 3.3 Synopsis: The 25 Principles Of Lean
- 3.4 Value and Waste
- 3.5 The Original Seven Wastes
- 3.6 The New Wastes
- 3.7 Lean Service
- 3.8 The 3Ms: Muda, Mura and Muri
- 3.9 Learning: The PDCA or PDSA Cycle
- 3.10 The Toyota Way
- 3.10 The Toyota Way
- 3.12 Lean and Environmental Sustainability
- 3.13 Lean and Digital Technologies
- 4. The Science of Lean
- 4.1 Key definitions
- 4.2 The Kingman equation and Scheduling Dynamics
- 4.3 Little's Law
- 4.4 Pareto and the 80/20 Rule
- 4.5 Buffers
- 4.6 Inventory Trade-Off Curves
- 4.7 Scientific Method and Experimentation
- 4.8 Bias and System1/System2 Thinking
- 4.9 Volatility, VUCA and Cynefin®
- Organising For Flow
- 5. Respect and Humility
- 5.1 Respect
- 5.2 Humility
- 6. Gemba
- 6.1 Gemba and Genchi Genbutsu
- 6.1 Gemba and Genchi Genbutsu
- 6.3 Respect and humility at Toyota SA: A mini case
- 7. Questioning and Listening
- 8. Psychological safety
- 8.1 Mistakes and Improvement
- 8.2 Improving Psychological Safety
- 9. Leading and Mentoring
- 9.1 Leader Standard Work
- 9.2 Lean Coaching and Mentoring
- 9.3 A Note on Intervention Theory and Change
- 10. Socio Technical Systems
- 10.1 The systems concept
- 10.2 Lean Organisation and Systems Thinking
- 11. The Job Characteristics Model
- 11.1 Core Job Characteristics
- 11.2 Criticisms And Extensions Of JCM
- 12. Managing The Change Process
- 12.1 Lewin's Change Models
- 12.2 The Change Iceberg
- 12.3 Value Stream Mapping As Change Catalyst
- 12.4 Common Problems With Change Programmes
- 13. Engagement
- 13.1 The Cathedral Model Of Engagement
- 13.2 The Adoption Curve And Key People
- Preparing For Flow
- 14. 5S
- 14.1 Sort
- 14.2 Simplify (Or Set-In-Order Or Straighten)
- 14.3 Scan (Or Sweep Or Shine Or Scrub)
- 14.4 Standardise (Or Stabilize Or Secure)
- 14.5 Sustain (Or Self Discipline)
- 14.6 Safety14.7 5s As Root Cause
- 14.8 5s And Sustaining Improvements
- 14.9 Extending The 5s Concept
- 15. Visual Management
- 15.1 Cumulative Flow Diagrams
- 15.2 Single Point Lessons
- 15.3 Communications Board
- 16. Standard Work And Sops
- 16.1 Raci Charts
- 16.2 Window Analysis And Standards
- 17. Training Within Industry
- 17.1 Job Instruction
- 17.2 Job Methods
- 17.3 Job Relations
- 17.4 Job Safety
- 18. Time And Activity
- 18.1 Takt Time, Pitch Time, Planned Cycle Time, and Cadence
- 18.1 takt time, pitch time, planned cycle time, and cadence
- 19. Changeover Reduction (Smed)
- 19.1 What Is A Changeover?
- 19.2 Mapping The Changeover Process
- 20. Quality
- 20.1 Understanding Customer Needs: The Kano Model
- 20.2 A Framework For Lean Quality
- 20.3 Mistakes And Errors
- 20.4 Checklists
- 20.5 Variation and Six Sigma
- 20.6 Complexity
- 21. Total Productive Maintenance
- 21.1 Overall Equipment Effectiveness (OEE)
- 21.2 The Six Big Losses
- 21.3 Focusing TPM Activities
- 21.4 Willmott's 11-Step Model
- 21.5 Some Special Features of TPM
- 22. Layout, Cells and Line Balance
- 22.1 General Layout: Good and Not so Good at the Factory Level.
- 22.2 Area Layout
- 22.3 Material Handing: Good and Not so Good at the Factory Level.
- 22.4 Cells
- 22.5 Cell or Line Balancing
- 22.6 Chaku-Chaku Cell or Line
- 22.7 Seru Cells
- 22.7 Seru Cells
- 22.9 Moving Lines And Pulse Lines
- 22.10 Ergonomics
- 22.11 3p: Production Preparation Process
- Creating Flow
- 23. Mapping
- 23.1What is the Aim of Mapping?
- 23.2Before You begin Mapping.
- 23.3Types of Maps
- 23.4 Analysing Maps: Towards the Future State
- 23.5 Some warnings about mapping
- 23.6 Value Stream Mapping in a Digital Age
- 24. Demand Analysis and Variation
- 24.1 Level and Chase Demand
- 24.2 Reducing Unnecessary Demand and Demand Variation
- 24.3 Demand Analysis
- 24.4 Combining Volume Analysis with Demand Patterns
- 24.5 Scheduling with Categorization and Plateaus
- 24.6 Inventory Control of Parts ABC and RRS
- 24.7 Part Levelling
- 25. Scheduling: General points
- 25.1 Identifying Stable and Unstable Zones
- 25.2 Different processes require different approaches to scheduling
- 25.3 Basics of Lean Scheduling
- 25.4 On MRP and ERP
- 25.5 Master Scheduling and Final Assembly Scheduling
- 25.6 Sales and Operations Planning (S&OP)
- 25.7 Constraints and Theory of Constraints
- 25.8 The Building Blocks
- 26. Pull Systems
- 26.1 Kanban
- 26.2 CONWIP
- 26.3 Drum Buffer Rope (DBR)
- 26.4 POLCA
- 26.5 Demand Driven MRP (DDMRP)
- 26.6 Comparing Kanban, DBR, CONWIP, POLCA and DDMR
- 27. Scheduling Line Processes
- 27.1 The Level Schedule
- 27.2 The ten value stream scheduling concepts
- 27.3 Applying Repetitive Scheduling
- 28. Scheduling Batch Processes
- 28.1 Batch Sizing
- 28.2 Two Approaches to Batch Sizing
- 28.3 The Every Product Every (EPE) Concept
- 28.4 Special Batch Size Considerations
- 29. 28.4 Special Batch Size Considerations
- 29.1 What is supply chain management?
- 29.2 Uncertainty and the Bullwhip Effect
- 29.3 Managing Supply Chain Risk
- 29.4 Managing Supplier Relations
- 29.5 Supply Chain Collaboration
- 29.6 Lean Logistics
- Improving Flow
- 30. Improvement
- 30.1 How to get started
- 30.2 Lean, the S-curve and Innovation
- 30.3 Organizing for Improvement
- 30.4 The Hierarchy of Improvement
- 31. Kaizen
- 31.1 The Philosophy of Kaizen
- 31.2 The Kaizen Flag
- 31.3 Kaizen Events
- 31.4 The Kaizen Event Process
- 31.5 Recording the Lessons
- 32. Problem Solving
- 32.1 Improvement Types
- 32.2 Passive Incremental
- 32.3 Passive Breakthrough
- 32.4 Enforced Incremental
- 32.5 Enforced Breakthrough
- 32.6 Improvement Cycles
- 32.7 Root Cause Problem Solving
- 32.8 5 Whys and Fishbone
- 32.9 A3 Problem Solving
- 32.10 OODA Loop
- 33. Kata
- 33.1 Types of Kata
- 33.1 Types of Kata
- 33.3 Wider Areas of Application
- 34. Holding the gains
- 34.1 Backsliding
- 34.2 The Failure Modes of Lean Implementations
- 34.3 Sustaining Improvements
- 34.4 Keeping the Momentum
- Designing For Flow
- 35. Lean Product Development
- 35.1 Four Objectives and Six Trade-offs
- 35.2 Wastes in New Product Development
- 35.3 Toyota's Approach to Product Development
- 36. Tools for Lean NPD
- 36.1 Design Thinking
- 36.2 Phase Gates
- 36.3 Obeya
- 36.4 Quality Function Development
- 36.5 Value Engineering and Value Methodology
- 36.6 Design for Manufacture (DFM) and Design for Assembly (DFA)
- 36.7 Modularity and Platforms
- 36.8 TRIZ
- 37. Agile Development
- 37.1 The Idea of Agile Development
- 37.2 The Agile Manifesto
- 37.3 SCRUM and Sprints
- 37.4 Kanban in Software Development, Service and NPD
- 37.5 Lean Software and DevOps
- 38. Lean Start-Up
- Motivating And Measuring For Flow
- 39. Leading a Lean organisation
- 39.1 People and Change in Lean
- 39.2 The People Trilogy
- 39.3 Creating the Lean Culture
- 40. Hoshin Kanri or Policy Deployment
- 40.1 The Hoshin Process and Catchball
- 40.2 The Hoshin Matrix
- 41. Measuring Performance
- 41.1 A Good Measurement System
- 41.2 OKRs
- 41.3 Deming's and Shewhart's Counsel
- 41.4 The Basic Lean Measures
- 41.5 Short Interval Tracking and Control
- 42. Lean Accounting
- 42.1 Warnings and Dilemmas
- 42.2 The Box Score
- 42.3 Target Costing, Kaizen Costing and Cost Down
- 42.4 Setting up a Lean Accounting System
- Digital Tools For Flow
- 43. Making Sense of the Digital Transformation
- 43.1 Amara's Law
- 43.2 Digitisation or digitalisation?
- 44. The Digital Toolbox
- 44.1 Industry 4.0
- 44.2 AI and Machine Learning
- 44.3 Process Mining
- 44.4 3D Printing or Additive Manufacturing
- 44.5 Internet of Things, RFID and RLTS
- 44.6 Autonomous vehicles
- 44.7 Augmented, mixed and virtual reality
- 44.8 Digital twins
- 44.9 The Metaverse
- 44.11 Quantum Computing
- 44.11 Quantum Computing
- 45. What's Next?
- A Lean Chronology
- Abbreviations
- Index
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