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The fun and easy way to do more with less
Competitive pressures force everyone to satisfy more demanding customers while using less of everything — time, energy, space, materials, and money. This no-nonsense guide shows you how to apply the proven philosophies and techniques of Lean to eliminate waste ...
The fun and easy way to do more with less
Competitive pressures force everyone to satisfy more demanding customers while using less of everything — time, energy, space, materials, and money. This no-nonsense guide shows you how to apply the proven philosophies and techniques of Lean to eliminate waste and maximize the effectiveness of your resources. You'll see step-by-step how to implement Lean practices in any type of organization.
Discover how to
Part I: Lean Basics.
Chapter 1: Defining Lean.
Chapter 2: The Foundation and Language of Lean.
Part II: Understanding Flow and the Value Stream.
Chapter 3: Seeing Value through the Eyes of the Customer.
Chapter 4: A Resource Runs through It: Value Stream Mapping.
Chapter 5: Charting the Course: Using Value Stream Maps.
Chapter 6: Flowing in the Right Direction: Lean Projects and Kaizen.
Part III: The Lean Toolbox.
Chapter 7: Customer and Value-Stream Tools.
Chapter 8: Flow and Pull Tools.
Chapter 9: Perfection Tools.
Chapter 10: Management Tools.
Part IV: The Lean Enterprise.
Chapter 11: Lean in the Organization: Principles, Behaviors, and Change.
Chapter 12: Power to the People.
Chapter 13: Go Lean: Implementation Strategy, Startup, and Evolution.
Chapter 14: Lean within the Enterprise.
Chapter 15: Lean across Industry.
Part V: The Part of Tens.
Chapter 16: Ten Best Practices of Lean.
Chapter 17: Ten Pitfalls to Avoid.
Chapter 18: Ten Places to Go for Help.
Cheat Sheet for Lean For Dummies
From Lean For Dummies, 2nd Edition by Natalie J. Sayer, Bruce Williams
To understand how to apply Lean in any organization, you should know the basics: the principles, the definitions of value and waste, how to lead effectively, and how to define and improve the value stream. You should also be aware of how a Lean leader thinks and acts.
What is Lean?
Lean is a customer-centric methodology used to continuously improve any process through the elimination of waste in everything you do; it is based on the ideas of "Continuous Incremental Improvement" and "Respect for People."
Focus on the fundamentals
The basic principles of Lean are
• Focus on effectively delivering value to your Customer
• Respect and engage the people
• Improve the Value Stream by eliminating all types of waste
• Maintain Flow
• Pull Through the System
• Strive for Perfection
Your customer tells you what they value
You customer defines value or value-added with the following three conditions:
1. It must transform the product or service.
2. The customer must be willing to "pay" for it.
3. It must be done correctly the first time.
If you don't meet all three of these criteria, then you have non-value-added activities or waste.
What's "waste" anyway?
Waste comes in three main forms:
• Mura or waste due to variation
• Muri or waste due to overburdening or stressing the people, equipment or system
• Muda also known as the "seven forms of waste"
The following are the wastes most commonly associated with Lean:
Transportation: Is there unnecessary (non-value-added) movement of parts, materials, or information between processes?
• Waiting: Are people or parts, systems or facilities idle — waiting for a work cycle to be completed?
• Overproduction: Are you producing sooner, faster, or in greater quantities than the customer is demanding?
• Defects: Does the process result in anything that the customer would deem unacceptable?
• Inventory: Do you have any raw materials, work-in-progress (WIP), or finished goods that are not having value added to them?
• Movement: How much do you move materials, people, equipment, and goods within a processing step?
• Extra Processing: How much extra work is performed beyond the standard required by the customer?
Sometimes you will also hear "the disengagement of people" identified as a form of muda.
Behaviors of a Lean Leader
Lean leaders effectively exhibit the following behaviors every day. They know how the business serves the customer by
• Understanding what customers want, need, and value, or what will thrill them
• Knowing how the business satisfies the customer
• Improving the effectiveness of how the business satisfies the customer
• They build ability in the people through
• Guiding problem solving — root cause, right problem, right resources
• Leading from gemba; applying 3Gen
• Asking open-ended, probing questions
• They show a continuous improvement mindset by
• Continually challenging the status quo
• Knowing that there is always room for improvement
• Understanding that the customer changes — what delights today is a necessity tomorrow
They focus on process and results by
• Obtaining results
• Ensuring that how the results are achieved is the most effective utilization of all resources, in the direction of the ideal state
• Improving how the organization accomplishes results
• They demonstrate an understanding of the value stream at a macro and micro level through
• Knowing what the customer requires and how the value stream satisfies them
• Having knowledge of the overall value stream, including tributaries
• Asking questions when changes are made at the local level to ensure that the team understands how the change will impact the customer and the rest of the value stream
• They create a culture to sustain improvement by
• Identifying, modeling, and encouraging Lean behaviors
• Finding the lessons in every "failure" — blame does not foster improvement or innovation
• Respecting and improving standards — questions when the organization is deviating from the standard
Leading a Lean Organization
To create a sustaining Lean organization, you lead differently. Lean leaders lead from gemba, where the action happens. They know the only way to truly understand what is happening is to go to the place where the action occurs. Once there, they apply 3Gen or the 3 Actuals:
1. genchi — (like gemba) go to the actual place
2. genbutsu — observe the actual product, process or service
3. genjitsu — gather actual facts
Defining Waste in the Lean System
Waste comes in three main forms:
1. Mura or waste due to variation
2. Muri or waste due to overburdening or stressing the people, equipment or system.
3. Muda also known as the "seven forms of waste".
The Kaizen Project PDCA, or PDSA, Cycle of Lean
The term Kaizen is derived from two Japanese characters; kai, meaning "change" and zen meaning "continuous improvement." Eliminating waste in the value stream is the goal of Kaizen. The PDCA (or PDSA) Cycle is the Lean working structure -the system for executing Kaizen. The acronym stands for:
Create a plan for change, identifying specifically what you want to change. Define the steps you need to make the change, and predict the results of the change.
Carry out the plan in a trial or test environment, on a small scale, under controlled conditions.
3. Check (or study).
Examine the results of your trial. Verify that you've improved the process. If you have, consider implementing it on a broader scale. If you haven't improved the process, go back and try again.
Implement the changes you've verified on a broader scale. Update the standard operating procedures.
Posted May 10, 2012
This book is very well written. It provides the framework in an easy to read format. The content is informative and covers the process and culture in tandem. The reader can understand the methodology and obtains executable tools. A must read if you want to simplify your life, streamline your business or learn how to keep your employees in touch with what the world's customers and consumers consider valuable.
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Posted October 19, 2011
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