The lean engineering travel guide : the best itineraries for developing new products and satisfying customers

The lean engineering travel guide the best itineraries for developing new products and satisfying customers

This book is designed as a travel guide. The first part includes all the traditional sections from the "front end" of a travel guide, including some basic vocabulary, tips, and a historical section about some of the pioneers of Lean in Engineering.

Detalles Bibliográficos
Otros Autores: Roche, Cécile, author (author), Delamotte, Luc, author (writer of foreword), Flous, Olivier, writer of foreword
Formato: Libro electrónico
Idioma:Inglés
Publicado: New York, NY : Routledge [2024]
Edición:1st ed
Materias:
Lean manufacturing.
New products.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009809020006719
Tabla de Contenidos:
  • Cover
  • Endorsement Page
  • Half Title
  • Title Page
  • Copyright Page
  • Dedication
  • Table of Contents
  • List of Figures
  • Foreword
  • Preface
  • Acknowledgements
  • Introduction
  • Reading Tips
  • Part One In the Land of Engineering
  • Chapter 1 Why This Journey?
  • Going for Competitiveness
  • Increase Your Turnover
  • Improve Your Profitability
  • And Do It Sustainably
  • Going for Innovation
  • Innovation Beyond Creativity
  • Aim for a Flow of Innovations Rather Than a 'Perfect' Product
  • Chapter 2 The Journey to Lean
  • A Journey for Several People
  • What's the Vision?
  • Who Are Your Allies?
  • How to Talk About It?
  • How to Budget?
  • How Much Time Is Needed to Get Started?
  • Return on Investment
  • How to Get Help?
  • Your Tour Guide: The sensei
  • Local Support: The Lean Coach
  • Change Your Way of Thinking
  • Don't Be Afraid to Drop Your Old Systems
  • Doubt as the Key to Progress
  • Chapter 3 Before Travelling
  • Clarification of Key Concepts
  • Engineering and Production: Distinct but Interconnected
  • Value and Waste
  • Some Definitions
  • Value in Engineering
  • The Customer as a Co-creator of Value
  • Lean in Engineering: A Matter of Trade-Offs
  • Vocabulary: Some Essential Words
  • A Word about Words: Learning and Keeping the Original Terminology
  • Challenge
  • Customer
  • Flow
  • Genba
  • Jidoka
  • Just-in-Time
  • Jidoka, Just-in-Time, Two Sides of the Same Coin
  • Kaizen
  • Lean
  • Levelling
  • Muda, mura, muri
  • Obeya
  • PDCA: Plan Do Check Act
  • Problem
  • Respect
  • SBCE (Set-Based Concurrent Engineering)
  • Slow Build
  • Standard
  • Product Takt
  • Teamwork
  • Teardown
  • The Toyota Way
  • Trade-Off
  • Visuals
  • Local Customs and Culture
  • Is Lean a Philosophy?
  • Is Lean Scientific?
  • Is Lean a One-Size-Fits-All Model?
  • Is Lean Asking Questions or Giving Answers?
  • Is Lean a Toolbox?.
  • Is Lean a Directive or Participatory Model?
  • Is Lean a Visual Management?
  • Debunking the Myths
  • Myth: Lean Is All Just Common Sense
  • Myth: Lean Is First and Foremost Made for the Japanese
  • Myth: Lean Is Just about Cost-Cutting
  • Myth: Lean Is for Factories
  • Myth: Lean Is Another Form of Taylorism
  • Myth: Lean Prevents Innovation
  • Myth: Lean Engineering Means Obeya Everywhere
  • Myth: Lean Is Basically Value Stream Mapping (VSM)
  • Myth: Lean Is a Management System
  • Myth: Lean, Just Apply It and Everything Will Be Fine
  • Chapter 4 Practical Tips for the Journey Ahead
  • The Lean Journey Has No End
  • When and with Whom to Go?
  • Model Cases
  • Managers
  • Collaborators
  • Partners: Staff Representatives
  • Useful and Credible Sources
  • Websites
  • Books
  • Chapter 5 A Bit of History
  • Lean Engineering Roots
  • Lean: From Just-in-Case to Just-in-Time
  • Engineering: Engines and Genius
  • Sakichi and Kiichiro Toyoda: The Continuous Innovation
  • The Wright Brothers: Learning Then Designing
  • The Legacy of the Wright Brothers
  • From the Wright Brothers to Toyota
  • Sakichi Toyoda and the Wright Brothers: Multi-skilled Craftsmen, Inventors, and Entrepreneurs
  • From Toyota: And Back to the West
  • A Note on the Agile Movement
  • Chapter 6 On Site: Daily Life
  • Lean Engineering Paradoxes
  • Decision Paradox: Delay Decisions AND Deliver Faster
  • Predictability Paradox : Short-Term Planning AND Long-Term Plan
  • Problem Paradox: Say 'Welcome!' to Problems AND Accelerate the Flow
  • Efficiency Paradox: Flow Efficiency AND Resource Efficiency
  • Pitfalls
  • Impose Top-Down Lean Rollout
  • Falling in Love with Your System
  • Part Two Map, Territories, Pathways
  • Chapter 7 Obeya*
  • Obeya, the Map
  • The Visuals
  • The Customer Wall
  • The Product Wall
  • The Flow Wall
  • The Problems Wall
  • Four Walls, Is That All?.
  • Chapter 8 Genba Walk***
  • Genba Walk, What It Is
  • Genba Walk, What It Is Not
  • The Purpose
  • How to
  • Tips
  • Where to Go?
  • How to Proceed?
  • The Difficulties
  • Chapter 9 The Path to Growth and Profit
  • Exploring the Territory of Customers
  • Analysing Customer Complaints*
  • Walk on the User's Premises***
  • Walk in the User's Shoes**
  • User Value Stream Mapping (VSM)**
  • Beware of Direct Questions!
  • And the Competitors?
  • Model and Make Visible the Voice of Customers (VoC)*
  • Customer Key Value Attributes
  • Customer Radar Chart
  • Company Radar Chart
  • Set and Visualise the Key Specifications*
  • From Territory of Customers to Territory of Products: The Concept Paper**
  • Product Vision
  • Territory of Customers: The Problem Side
  • Customers' Segments
  • Problem Scope
  • Key Value Attributes (KVA)
  • Competitors
  • The Products Territory: The Solution Side
  • Company Strategy and Objectives
  • Product Key Specifications
  • Product Concepts
  • Project Tactics and Objectives
  • Value Proposition
  • Exploring the Territory of Products
  • Causal Influence Diagram***
  • Designing a Problem-Solving Process
  • Model the Design Problem
  • Establish the Transfer Functions
  • Make the Key Decisions Visible
  • CID and Software-Based Products
  • Summary
  • Trade-Off Curves**
  • Presentation
  • Application
  • Support for Innovation
  • Conclusion
  • Combining Radar Charts, CID, and Trade-Off/Limit Curves
  • Teardown*
  • Origin
  • Teardown Purposes
  • Connection with Lean Engineering
  • The Proposed Method
  • Target Costing***
  • Origin
  • The Target Cost Equation
  • Connection with Lean Engineering
  • The Proposed Method
  • Target Costing Issues
  • Value Analysis/Value Engineering***
  • Origin
  • Connection with Lean Engineering
  • Hit the Road
  • Chief Engineer***
  • Origin
  • Your Chief Engineer system
  • Pull, Flow, Cadence**
  • Origin.
  • The Engineering Version
  • The Knowledge-Based Decision-Making Method
  • Make It Visible: The Pull-Scheduling Board
  • Pull-Scheduling Board vs. Kanban Board
  • Product Takt**
  • Origin
  • Takt Time in Product Development
  • Pace of Innovation
  • Visible Portfolio Planning*
  • Slow Build*
  • Purpose
  • The Key Steps
  • Chapter 10 The Path to Knowledge and Sustainability
  • Exploring the Territory of People Development
  • Kaizen: Explore Further, Learn Deeper, Innovate Faster***
  • Reminders
  • Kaizen in Product Development
  • Dojo, a Development System*
  • Origin
  • Lean Engineering Dojo
  • Dojo and Kaizen
  • A3 Problem Report, an Efficient Way to Share, Coach, and Progress**
  • Origin and Purpose
  • A PDCA Story Board
  • A3 Problem Report and Kaizen
  • Map and Share Reusable Knowledge
  • Standards**
  • Application: The Knowledge Brief**
  • Definition
  • Models of Knowledge Brief
  • Guidelines
  • Standards and Kaizen
  • Chapter 11 SBCE, the Lean Engineering Process***
  • Origin and Definition
  • Set-Based Design
  • Concurrent Engineering
  • Set-Based Concurrent Engineering
  • Principles
  • The So-Called SBCE Paradox
  • Set-Based Design Is Not 'Multi-Points-Based' Design!
  • SBCE, the Lean Design, and Development Process
  • Part Three Compose Your Itinerary
  • Chapter 12 The Customer/Product Matrix
  • Chapter 13 Summary Table
  • Chapter 14 Enjoy Your Journey
  • Bibliography
  • Index.

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