Sustaining lean creating a culture of continuous improvement
Lean is about building and improving stable and predictable systems and processes to deliver to customers high-quality products/services on time by engaging everyone in the organization. Combined with this, organizations need to create an environment of respect for people and continuous learning. It...
| Otros Autores: | , , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New York, New York ; Abingdon, Oxon :
Routledge
[2023]
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| Colección: | BASICS Lean® Implementation
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009714839906719 |
Tabla de Contenidos:
- Cover
- Half Title
- Series Page
- Title Page
- Copyright Page
- Dedication
- Contents
- Acknowledgments
- About the Authors
- Introduction
- 1. BASICS® Model: Sustain
- Creating the Lean Culture-What It Means to Have a Lean Culture
- Check and Sustain-Organizational Dissemination of Lean
- Understand What a Lean Culture Looks Like: The People Piece: The Hidden Potential in Your Organization
- Lean Culture Path Is Difficult and Always a Work in Process
- Importance of the 50% People Piece
- People versus Task: We Need a Balance
- Vision
- Organizational Value Systems
- Company X Way
- Pearls of Advice
- Managing Resistance to a Lean Culture Change
- Lean Culture Assessment
- Assessment Issues and Discussion
- Motivation and Continuous Improvement
- Managers in the Way of Customers
- High-Level Steps to Implementing a Lean Culture
- Lean Infrastructure
- Barriers to Continuous Improvement
- Transitional Implementation Barriers
- Work to Sustain and Improve with Lean
- How Do You Get the CEO on Board?
- Lean in County Government
- Committing the Right Resources to Sustain
- Human Resources and Lean
- Sustaining the Continuous Improvement Culture
- Building Blocks of a Lean Culture
- Make Sure Your Organization Is Ready
- Visual Controls
- Standard Work
- Leader Standard Work
- Twelve Questions of Leader Standard Work
- Insist on Updating Standard Work
- Titles Tend to Get in the Way
- Additional Sustaining Tools
- Repeat the Cycle
- Do Not Reward Workarounds
- Accountability
- The Paranoid Syndrome
- Do Not Let Lean Turn into Finance-Driven Labor Witch Hunts
- Do Not Encourage the Victim Syndrome
- Lean Implementation
- Give Lean System Implementation Time to Work before Trying to Change the Underpinnings
- Auditing Standard Work Using Ten-Cycle Analysis
- The Operators Are the Stars.
- Lean and Its Impact on Your Job
- Role Clarity and Distributing the Work through Workload Balancing
- Time Management and the Fires
- Problems with Behaviors
- Understanding Employee Satisfaction
- Journey of a Lean Sensei with a Star Wars® Analogy
- Discipline
- One-Word Descriptions from Brainstorming Vision Classes
- Field of Dreams Analogy
- Beyond Lean
- Chapter Questions
- Exercises
- Notes
- Additional Readings
- 2. Developing the Lean Leader
- Part I: Lean Executive Leader
- Cultural Transformations
- Leveraging External Consultants
- Change Agents
- We Must Stay Customer Focused
- Been There, Done That
- The High Cost Plant
- Competitive Advantage
- Define Reality for the Lean Initiative
- Lean Culture Begins with Communication
- Lean Transformation
- The Lean Story
- Managing Communication
- Working with Leaders
- Setting Up Systems
- Measurement
- Reward and Recognition
- Communication and Involvement
- Skills and Knowledge
- Enjoying the Value
- Barrier Removal
- Resources and Accountability
- You Should Be Where the Action Is
- Beware of Lean Project Overload
- Lean and the Organizational Structure
- The Goal with Lean Is Flatter Organizations
- Company Loyalty and Promotion from Within
- Can the United States Ever Get to Where Toyota Is without an Employment for Life Policy?
- Overhead Staff Layers
- Executive Request
- Value Stream Managers in the Lean Organization
- Roles and Responsibilities Matrix
- Lean Implementation Cycle
- Communication, Communication, and More Communication
- Board of Directors Training
- Leaders Should Empower Their Team
- Focusing on True North
- Seeing Is Knowing
- What Questions Can You Ask When Doing a Gemba Walk?
- Think-See-Act Lean
- You Are What You Measure
- Measurements to Drive Outcomes
- Stop Blaming, Start Fixing.
- Stop Blaming, Start Fixing
- Control or Sustain Process
- Lean and Audits
- Paying for Suggestions
- Part II: Setting the Stage-Role of Managers and Supervisors
- Six Necessary Skills of a Leader
- Five Factors of Lean Job Supervision
- Five Factors of Job Satisfaction
- Participation in Procter &
- Gamble
- Nemoto's Ten Principles of Leadership
- Summary
- Chapter Questions
- Discussion Question
- Notes
- Additional Readings
- 3. Creating the Learning Organization and Lean Training
- Developing a Learning Organization
- Learning and Culture
- Learning by Doing
- PDCA
- Continuous Improvement
- A3 Thinking
- Standardized Work
- Standardized Work and Learning
- Training within Industry-The Roots of Lean Standard Work
- Job Instruction (JI)
- Job Methodology (JM) Is Broken Down Into
- Job Relations (JR)
- Orientation Training
- Lean Overview Training
- On-the-Job Training/Development
- Cross-Training: Multi-Skilled Operators
- Functional Orientation Training
- Job Rotations
- Coaching and Mentoring
- Organizational Topics
- Teaching Different Levels of the Organization
- Apprenticeship Model
- Summary
- Chapter Questions
- Notes
- Additional Readings
- 4. Lean and Effective Meeting Techniques
- Meetings
- Meetings Are Good but Too Many Are Bad
- Meeting MetricsHow
- Meeting Maturity Path
- PowerPoint Death
- Effective Team Pre-Meeting Checklist
- Lean Meeting Savings
- Factory Floor Stand-Up Meetings-Referred to as Huddles Today
- Why Are Meetings Always in Scheduled Half-Hour or Hour Increments?
- Increasing Meeting Productivity
- Ten Meeting Wastes to Eliminate
- Chapter Questions
- Exercises
- Notes
- Additional Readings
- 5. Hoshin Kanri: PDCA/Strategic Planning/Policy Deployment
- New Word of Truly Global Competition.
- Discussion Point: How Do We Create Wealth? Is Your Business Value Added?
- Hoshin Kanri: Overview
- History
- Old Golf Ball
- Company Purpose and the Cost Equations
- Evolution of Hoshin Kanri: PDCA, PDSA, MBO, and the Deming Prize
- Hoshin Process
- Purpose and Key Elements of Hoshin Planning
- Planning Terms
- PDCA and Hoshin Planning
- Hoshin Methodology
- First Aspect Is the Layered Development of the How
- Second Major Aspect of the Hoshin Structure Is the Review Process
- Problems with Planning
- Hoshin Plan
- Chapter Questions
- Notes
- Additional Readings
- 6. The Secret to Sustaining Lean
- The Leadership Development Path
- Customer First
- Objective of the Enterprise
- Customer First Quality
- Customer Expectations
- How Do You Get the Most out of Your Shop Floor and Office Teams?
- Shop Floor Management
- Implementing Process-Focused Leadership
- Believe in Kaizen
- Be Persistent
- Go to Gemba to Show You Care
- Teach the Process of How to Solve Problems
- Be Patient
- Find the Good
- Build Rapport and Trust
- Notes
- Appendix A - Study Guide
- Appendix B - Acronyms
- Appendix C - Glossary
- Index.
