Portal to Lean Production: Principles and Practices for Doing More with Less / Edition 1

by John Nicholas

Overview

The Portal to Lean Production: Principles and Practices for Doing More with Less describes the steps, difficulties, and rewards of implementing lean production. The book moves beyond concepts to address practical matters. The authors provide enough information for you to begin implementing lean production within your organization.

This book applies a model-the Portal to Lean Production-to illustrate the principles and practices of lean production. The model reappears at the start of every chapter and serves to connect the concepts of each chapter with those in other chapters, and with basic lean production principles.

This volume contains short vignettes that appear in every chapter of actual lean production implementations. Following these real-world examples, the text provides expanded coverage of topics to enable you to learn and apply the concepts and principles of lean production. The authors enable you to see the context, application, and practical issues associated with lean production concepts and methods before learning details. The vignettes, based upon the work experience of co-author Avi Soni, help connect the concepts and tie them to practical examples.

Product Details

ISBN-13:	2900849350312
Publisher:	Taylor & Francis
Publication date:	11/28/2005
Series:	Resource Management Series
Edition description:	New Edition
Pages:	344
Product dimensions:	6.00(w) x 1.25(h) x 9.00(d)

Table of Contents

	Preface	xiii
	Acknowledgments	xv
	The Authors	xvii
1	Portal to Lean Production	1
1.1	Race with a Moving Finish Line	2
1.1.1	Center of the Manufacturing Universe	2
1.1.2	Customer Expectations	3
1.1.3	Everyone Is in the Race	3
1.2	Awakening to Lean Production	4
1.2.1	Abandoning Manufacturing	4
1.2.2	Lean Is Different	5
1.2.3	Resistance to Lean	6
1.2.4	Universal Application	7
1.3	The Portal	7
1.3.1	Elements of the Portal	7
1.3.2	Application of the Model	9
1.4	The Organization of the Book	9
	Notes	12
Part I	The Journey, First Steps	13
2	Beginnings	15
2.1	Toyota Production System	17
2.2	Quick History of TPS	17
2.2.1	Back, Before Toyota	18
2.2.2	Early Automobile Production	19
2.2.3	Visit to the Rouge	20
2.2.4	Stocking a Supermarket	21
2.2.5	Inherent Flexibility	22
2.2.6	Getting Competitive	23
2.2.7	Eliminate Waste	24
2.2.8	Focused Factories, Cells, and Subplants	25
2.2.9	Automating No Defects	25
2.2.10	A System Takes Form	26
2.2.11	Beyond the Factory	27
2.2.12	From Aircraft to Autos	28
2.3	TPS and the Portal to Lean Production	29
	Notes	30
3	First Glimpse of a Manufacturing Cell	31
	The Indiana Plant	32
	A New Concept Takes Hold	32
	Expanding the Concept	33
3.1	Cellular Manufacturing	35
3.1.1	Workcell Operation	35
3.1.2	Output Flexibility	36
3.2	Throughput and Quality	37
3.2.1	Myth of Large-Batch Production	38
3.2.2	Small-Batch Production	39
3.2.3	Product Quality	42
3.2.4	One-Piece Flow	42
3.2.5	Workcell Size	43
3.2.5.1	Number of Operators	43
3.2.5.2	Number of Operations	43
3.2.6	Applications	44
3.2.7	Muda	44
	Note	45
4	Gaining Experience, Broadening the Concept	47
	Trap Cell	48
4.1	Product Family Concept	49
4.1.1	Cell Design for a Product Family	49
4.1.2	Uniform Load for the Product Family	50
4.2	Scheduling for Uniform Load	52
4.2.1	Lumpy Schedules	53
4.2.2	Heijunka	54
4.2.3	Forced Improvement and Elimination of Waste	56
4.2.4	Takt Time	56
4.2.5	Process Stability	57
	Implementing the Trap Cell	57
	Data Gathering	58
	Trap Cell Becomes Reality	58
4.3	Cell Design	59
4.3.1	Cycle Time	60
4.3.2	Design of Assembly Cells	60
4.3.3	Design of Machining Cells	63
4.3.4	Workcell Capacity	66
4.3.5	Productivity Improvement	67
4.3.6	Minimum Tolerable CT	68
	Notes	68
5	Applying the Cell Concept Plantwide	69
	The Revelation	70
	Avoiding the Big Machine Bottleneck	70
	Linked Operations	73
	Revelation: Cellularize Everything	75
5.1	Linked Workcells and Subcells	76
5.1.1	Coordinated Operations	78
5.1.2	Cell Operator Duties	79
5.1.3	Cell Equipment	80
5.2	Implementation	81
5.2.1	The MRP System	81
5.2.2	Operator Roles and Responsibilities	81
5.2.3	Training	82
5.2.4	Incentives	82
5.2.5	Standards	82
5.2.6	Management Support	83
5.2.7	Cell Planning, Design, and Launch	83
5.2.8	You Need All This to Be Lean	84
	Notes	85
Part II	Building Up Steam	87
6	Kanban	89
	Inventory Mess	90
	Adopting Pull Production	90
	Time for a New Approach	91
	Additions to the System	99
	Problems Encountered	99
	Lessons Learned	100
6.1	Pull-Production Concepts	101
6.1.1	Stockless Production	101
6.1.2	Containers and Cards	102
6.1.3	Process Improvement	102
6.2	Number of Kanbans	103
6.2.1	Mathematical Computation	103
6.2.2	Operator-Set Kanban Targets	105
6.2.3	Safety Margin	106
6.2.4	Special Cases, Other Issues	107
6.3	Signal and Control: Methods and Issues	107
6.3.1	e-Kanban	108
6.3.2	Cardless Kanban Systems	108
6.3.3	Conditions	109
6.3.4	Limitations	111
6.3.5	Visual Management	111
	Notes	112
7	Total Productive Maintenance	113
	Breakdown in the Trap Cell	114
	Concepts of Maintenance Management	115
	Basic Preventive Maintenance	115
	Maintenance Management System	116
	Operator Ownership	116
	Lubrication	116
	Maintenance Staff Responsibilities	118
7.1	Preventive Maintenance	120
7.1.1	Equipment Effectiveness	123
7.1.1.1	Availability	123
7.1.1.2	Efficiency	124
7.1.1.3	Quality	125
7.1.1.4	Overall Equipment Effectiveness	125
7.1.2	Preventive Maintenance Programs	126
7.1.2.1	Normal Operating Conditions	126
7.1.2.2	Equipment Requirements	127
7.1.2.3	Cleanliness and Organization	127
7.1.2.4	Daily Monitoring	128
7.1.2.5	Scheduled Preventive Maintenance	128
7.1.2.6	Information Management	129
7.1.2.7	Predictive Maintenance	132
7.1.2.8	Operator Involvement	133
7.2	Total Productive Maintenance	134
7.2.1	Equipment Restoration and Redesign	134
7.2.2	New Roles for Maintenance Staff	135
7.2.3	Eliminate Human Error	135
7.2.4	Implementation	136
	Notes	140
8	Quick Changeover	141
	A Tale of Two Plants	142
	Setup Reduction Expert	142
	New Opportunity	143
8.1	Setup Reduction Concepts and Techniques	148
8.1.1	Traditional Approaches	148
8.1.2	Setup Reduction Methodology	149
8.2	SMED Procedure	150
8.2.1	Step 1: Distinguish Internal Tasks from External Tasks	150
8.2.2	Step 2: Convert Internal Tasks to External Tasks	151
8.2.3	Step 3: Improve Every Task in the Setup Procedure	152
8.2.4	Step 4: Abolish the Setup	153
8.3	Techniques for Setup Reduction	154
	Checklist	154
	Attachments and Fasteners	154
	Eliminate Adjustments	155
	Storage	156
	Carts	157
	Material Handling	157
8.4	Setup-Reduction Projects	158
8.5	Component of a Larger System	160
	Notes	160
9	Standard Work	161
	Strange-Looking Charts	162
9.1	Concept of Standard Work	163
9.1.1	Standard Work vs. Work Standards	163
9.1.2	Consistency and Quality	164
9.1.3	Standardization: Precursor for Improvement	165
9.2	What Is Standard Work?	165
9.2.1	Essential Elements	165
9.2.2	Standard Work Definition: Tools and Process	167
9.3	Critical Role in Kaizen	171
	Notes	175
10	Focused Factories	177
	Early Focused-Factory Experience	178
	Focused-Factory Team Leaders	179
	A Little Knowledge Can Be	180
	Clash of the Old and the New	181
10.1	Focused Factory	182
10.1.1	Concepts	182
10.1.2	How Small?	183
10.1.3	What to Focus On: Focused-Factory Variants	184
10.2	Microdesign Issues	187
10.2.1	Flexible Flow Lines	187
10.2.2	Flexible U- and S-Lines	187
10.2.3	Working Out the Final Layout	188
10.3	Clustering Products and Operations	189
10.3.1	Establishing Product and Machine Groupings	189
10.3.2	Cluster Analysis	190
10.3.3	Natural Groups, Then What?	192
10.3.4	Machine Utilization	194
10.4	Focused-Factory Organization	194
	Notes	197
11	Customer-Focused Quality	199
	Listening to Your Customers	200
	Customer Complaint	200
	Statistical Variation	203
	Experimentation	204
	Awakening	205
	Road to Six Sigma	206
11.1	Quality Assurance in Lean Production	207
11.1.1	Six Sigma Quality	207
11.1.2	Statistical Interpretation	207
11.1.3	Quality Programs	209
11.1.4	Quality-Improvement Process	210
11.1.5	Training and Certification	210
11.1.6	Quality Ownership, Employee Empowerment	211
11.2	Problem-Solving Tools	212
11.2.1	The Five-Why Analysis	212
11.2.2	Magnificent 7	213
11.2.2.1	Checksheet	213
11.2.2.2	Histogram	213
11.2.2.3	Pareto Analysis	213
11.2.2.4	Scatter Diagram	214
11.2.2.5	Process Flowchart	216
11.2.2.6	Cause-Effect Analysis	217
11.2.2.7	Run Diagram	218
11.3	Statistical Process Control	220
11.3.1	Control Chart	220
11.3.2	Process Stability	222
11.3.3	Process Capability	223
11.4	Nonstatistical Process Control	224
11.5	Quality at the Source	224
11.5.1	Source Inspection	224
11.5.2	Self-Checks	225
11.5.3	Successive and Special Checks	225
11.5.4	Self-Check Success	225
11.5.5	Andons	226
11.5.6	Pokayoke	226
11.5.7	Line Stop	228
11.6	Quality Improvement and TPS	228
	Notes	228
Part III	Sustaining Momentum	231
12	Employee Involvement, Workplace Organization, Kaizen	233
12.1	Employee Involvement and Workplace Organization	234
12.1.1	Five S	235
12.1.2	Workplace Organization and Kaizen	236
12.1.3	Kaizen Blitz	237
12.1.4	Kaizen Projects	239
	Kaizen of Main Vent Assembly Cell	239
	Kickoff Meeting, 9 a.m.	240
12.2	Value Stream Mapping	241
	Main Vent Assembly Cell
	Walkthrough, 10:30 a.m.	243
	Mapping the Process	244
	Few Weeks Later: Current State	245
	One Year Later: Future State	247
	VSM and the Trap Cell	248
	Notes	249
13	Supply-Chain Partnerships	251
	Learning from Our Suppliers	252
	Problems with Parts	253
	Building Bonds with a Supplier	254
	Building Bonds in the Supply Chain	255
13.1	Supply-Chain Concept	256
13.1.1	Supplier-Induced Variability	257
13.1.2	Core Competency	258
13.2	The Lean Supply Chain	259
13.3	Partner Relationships	260
13.3.1	Purchase Criteria	260
13.3.2	Design Input	261
13.3.3	Number of Suppliers	261
13.3.4	Partner Agreement	262
13.3.4.1	Price	262
13.3.4.2	Quality	262
13.3.4.3	Delivery	263
13.3.5	Order/Replenishment	263
13.3.6	Point-of-Use Delivery	266
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