Lean For Dummies [NOOK Book]

Overview

Create a culture that embraces change

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 ...

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Lean For Dummies

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Overview

Create a culture that embraces change

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

  • Understand Lean and how it?s implemented
  • Speak the language of Lean
  • Identify and eliminate the seven forms of waste
  • Construct and use Value Stream Maps and other Lean tools
  • Engage people in a Lean transformation
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Product Details

  • ISBN-13: 9781118051184
  • Publisher: Wiley
  • Publication date: 2/25/2011
  • Series: For Dummies Series
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 384
  • Sales rank: 1,231,422
  • File size: 14 MB
  • Note: This product may take a few minutes to download.

Meet the Author

Natalie J. Sayer began studying and applying Lean before it was formally known as Lean. Over her 20-year career in the automotive industry in the United States and Mexico, Natalie honed her skills applying Lean and Organizational Development methods across functional areas of Fortune 130 companies. In 1996, Natalie was an instrumental team member in the Lean transformation of a GM facility in Matamoros, Mexico. The team was awarded the 1996 GM President’s Council Honors for the project. While working with General Motors, she had multiple opportunities to visit and learn from New United Motor Manufacturing, Inc. (NUMMI). Natalie has trained, coached, mentored, and rolled up her sleeves to implement Lean practices, whether working in a company or volunteering at a food bank.

She received a Bachelor of Mechanical Engineering from the University of Dayton in 1988 and a Master of Manufacturing Systems Engineering from the University of Michigan in 1992. She is a graduate of Coach University and Corporate Coach University. Natalie is also a Six Sigma Black Belt and a Global Leadership Executive Coach.

In 2003, Natalie founded I-Emerge, an Arizona-based global consultancy dedicated to the facilitation of people and processes experiencing significant change. The I-Emerge toolbox includes executive and personal coaching, group facilitation, Lean methods, public speaking, and Organizational Development tools and assessments. She is a passionate people person, who lives her life with the convictions that “there is always a better way” and “change won’t happen without the people.”

Bruce Williams strives for perfection and added value as a scientist, educator, consultant, and entrepreneur. Leveraging the Lean principle of standardized work, this is his third For Dummies book in three years, having previously coauthored the best-selling Six Sigma For Dummies in 2005 and the Six Sigma Workbook For Dummies in 2006.

Undergraduate degrees in physics and astrophysics from the University of Colorado testify to his early pursuit of understanding the ultimate nature of root cause.

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Table of Contents

Introduction.

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.

Glossary.

Index.

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Interviews & Essays

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:
1. Plan.
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.

2. Do.
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.

4. Act.
Implement the changes you've verified on a broader scale. Update the standard operating procedures.

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  • Anonymous

    Posted May 10, 2012

    This book is very well written. It provides the framework in an

    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.

    2 out of 2 people found this review helpful.

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    Posted October 19, 2011

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