000			07456cam a2200577Mu 4500
001			9781003185802
003			FlBoTFG
005			20240213122832.0
006			m o d
007			cr cnu---unuuu
008			221217s2022 xx o ||| 0 eng d
040			_aOCoLC-P _beng _cOCoLC-P
020			_a9781000779615
020			_a1000779610
020			_a9781003185802 _q(electronic bk.)
020			_a1003185800 _q(electronic bk.)
020			_a9781000779653 _q(electronic bk. : EPUB)
020			_a1000779653 _q(electronic bk. : EPUB)
024	7		_a10.4324/9781003185802 _2doi
035			_a(OCoLC)1355218579
035			_a(OCoLC-P)1355218579
050		4	_aTS155
072		7	_aBUS _x070050 _2bisacsh
072		7	_aBUS _x087000 _2bisacsh
072		7	_aBUS _x065000 _2bisacsh
072		7	_aKND _2bicssc
082	0	4	_a658.4013 _223/eng/20230123
100	1		_aProtzman, Charles.
245	1	0	_aImplementing Lean _h[electronic resource] : _bConverting Waste to Profit.
260			_aMilton : _bProductivity Press, _c2022.
300			_a1 online resource (289 p.).
490	1		_aBASICS Lean® Implementation Ser.
500			_aDescription based upon print version of record.
505	0		_aCover -- Half Title -- Series Page -- Title Page -- Copyright Page -- Dedication -- Contents -- Acknowledgments -- About the Authors -- Introduction -- 1. Lean Implementation Methodologies -- BASICS®: How to Implement -- Method 1: Point Kaizen Events -- Why Is the Point Kaizen Approach So Prevalent? -- Hit and Miss Method -- Kaizen Event Dilemma -- Japan Benchmarking Trip -- Advantages/Results of BASICS® Kaizen Events -- Point Kaizen Event Best Practices -- Method 2 -- Demand Flow Technology (DFT) -- The BASICS® Implementation Model -- The BASICS® Implementation Model
505	8		_aPre-Implementation (PLAN) -- Start of Implementation Team: BASICS® (B) -- Post-Implementation: Other Necessary Lean Components -- Case Study: The Grand Experiment: BASICS® Model versus the Traditional Point Kaizen -- Method 3 -- What is Pure Kaizen? -- Toyota and Kaizen -- Method 4: Great Idea Club -- BASICS® Lean Implementation: Are You Ready for It? -- How to Implement Lean Methodology -- Should We Start Our Overall Lean Implementation with 5S? -- Where to Start? Always Start with the Customer! -- Always Start Closest to the Customer -- Implementing the Line: 3P Cardboard Simulation
505	8		_aImportance of Lean Pilot Experiments -- Picking the Pilot Line -- Twelve Classic Implementation Pitfalls -- Standard WIP and Workstation Design -- Understanding Standard WIP -- True Pull System -- Mixed Model Lines-Paperwork -- Kaikaku -- Kakushin -- The Secret to Driving Continuous Improvement -- What Type of Commitment Is Required? -- Hansei: The Check in PDCA -- Lean or Six Sigma, Which Comes First? -- Not Everyone Is Going to Buy in to the Changes -- Importance of Involving Everyone -- Keep the Ownership with the Line Organization -- Lean Implementation Cycles of Learning -- Team Charters
505	8		_aDo I Really Need A Team Charter? -- Different Types of Teams -- Team Stages of Development -- Lean and Stress -- Using the Future State "To Be" and Future State Analysis to Design the New Process and Implementation -- General Overarching Lean Implementation Tips -- Guidelines for the Group Leader/Supervisor -- Business Environments -- Assembly -- Machine -- Automated Lines -- Robots -- Hybrid -- Office/Transactional -- Health Care -- Government -- Managing Variation during Lean Implementations -- Variation in Assembly and Machining Lines -- Mixed Model Assembly Changeovers
505	8		_aFailure Mode Effect Analysis (FMEA) for Implementation -- Lean Implementation Guidelines -- Lean Needs an Owner -- Listen to Your Lean Consultants/Experts -- Reasons Not to Try Lean Immediately on Your Own without a Sensei -- Adopt and Integrate Standard Work and Create a Suggestion and Reward System -- Continue Videoing after the Consultant Leaves -- Don't Leave Managers in Place Who Aren't Going to Get It -- Don't Lay People Off after Lean Implementation -- Don't Shortcut the Tools -- Encourage Lean Architectural Designs -- Include a Go Forward Person on the Team -- Train, Train, Train
500			_aCreate an Escalation Process
520			_aLean 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's all about people. People create the product or service, drive innovation, and create systems and processes, and with leadership buy-in and accountability to ensure sustainment with this philosophy, employees will be committed to the organization as they learn and grow personally and professionally. Lean is a term that describes a way of thinking about and managing companies as an enterprise. Becoming Lean requires the following: the continual pursuit to identify and eliminate waste; the establishment of efficient flow of both information and process; and an unwavering top-level commitment. The concept of continuous improvement applies to any process in any industry. Based on the contents of The Lean Practitioners Field Book, the purpose of this series is to show, in detail, how any process can be improved utilizing a combination of tasks and people tools and introduces the BASICS Lean concept. The books are designed for all levels of Lean practitioners and introduces proven tools for analysis and implementation that go beyond the traditional point kaizen event. Each book can be used as a stand-alone volume or used in combination with other titles based on specific needs. Each book is chock-full of case studies and stories from the authors' own experiences in training organizations that have started or are continuing their Lean journey of continuous improvement. Contents include valuable lessons learned and each chapter concludes with questions pertaining to the focus of the chapter. Numerous photographs enrich and illustrate specific tools used in Lean methodology. Implementing Lean: Converting Waste to Profit explores implementation methods, line balancing methods, including baton zone or bumping, and implementing Lean in the office and machine shops. The goal of this book is to introduce the balance of the tools and how to proceed once the analysis is completed. There are many pieces to a Lean implementation and all of them are interconnected. This book walks through the relationships and how the data presented can be leveraged to prepare for the implementation. It also provides suggest solutions for improvements and making recommendations to management to secure their buy-in and approval.
588			_aOCLC-licensed vendor bibliographic record.
650		0	_aLean manufacturing.
650		7	_aBUSINESS & ECONOMICS / Industries / Manufacturing Industries _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Production & Operations Management _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Total Quality Management _2bisacsh
700	1		_aWhiton, Fred.
700	1		_aKerpchar, Joyce.
830		0	_aBASICS Lean® Implementation Ser.
856	4	0	_3Taylor & Francis _uhttps://www.taylorfrancis.com/books/9781003185802
856	4	2	_3OCLC metadata license agreement _uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
999			_c5994 _d5994