The Lean Practitioner's Handbook bridges the gap between the tools and concepts of Lean and the practical use of the tools. It offers a practical, easily accessible resource for anyone preparing for, implementing or evaluating lean activities covering key areas such as: aspects of a Lean Programme; scoping a programme; value stream mapping; 2P and 3P events; Rapid Improvement Events; managing for daily improvement; engaging the team; spotting problems and communicating progress. In addition, it offers a quick snapshot summary of the key tool and concepts of Lean plus easily applicable…mehr
The Lean Practitioner's Handbook bridges the gap between the tools and concepts of Lean and the practical use of the tools. It offers a practical, easily accessible resource for anyone preparing for, implementing or evaluating lean activities covering key areas such as: aspects of a Lean Programme; scoping a programme; value stream mapping; 2P and 3P events; Rapid Improvement Events; managing for daily improvement; engaging the team; spotting problems and communicating progress. In addition, it offers a quick snapshot summary of the key tool and concepts of Lean plus easily applicable templates. Online supporting resources for this book include instructor's manuals on communications, events and standard work, templates for problem-solving and tables such as event summariesHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Mark Eaton is the MD and operations director of Amnis, a consulting company specializing in helping organizations prepare for, implement and sustain improvement using a combination of Strategic Planning, Lean/Sigma and Change Management approaches. Eaton is an Engineer by training but has spent the last 15 years involved in service improvement, business improvement and Lean in a variety of sectors.
Inhaltsangabe
Introduction 01 Planning for Lean Structuring a Lean programme Dealing with the issues that arise Myth buster Closing thoughts 02 Key Lean concepts What is Lean? Overview of the Toyota Production System (TPS) The 14 principles of the 'Toyota Way' Toyota 4Ps - developing leadership commitment Muda, mura, muri The seven wastes (and eighth waste) The fi ve principles of Lean Comparing the Toyota Production System with Lean Comparing Lean with other improvement methodologies Closing thoughts 03 Scoping projects An overview of scoping Lean A3s Project charters and project initiation documents The practicalities of scoping Scoping case study Tactics for making scoping easier Closing thoughts 04 Value stream mapping events Key concepts in value stream mapping Three-stage value stream mapping Two-stage value stream mapping Alternative approaches to value stream mapping The practicalities of value stream mapping Value stream mapping case study Closing thoughts 05 2P/3P events 2P events 3P events 2P case study (local government) 2P case study (health care) 3P case study (manufacturing) Closing thoughts 06 Rapid improvement events (RIE) Key RIE concepts and tools Running rapid improvement events 4-day RIE case study (manufacturing) 3-day RIE case study (health care) 1-day RIE case study (logistics) Closing thoughts 07 Managing for daily improvement (MDI) Managing for daily improvement: everybody, every day Embedding the change after an RIE Closing thoughts 08 Leader standard work (LSW) Creating a culture to support Lean The behaviours of Lean leaders Daily, weekly, monthly LSW Structured problem solving in LSW Managing the process Closing thoughts 09 Strategic planning Strategic preparation Policy deployment (hoshin kanri) Transformation mapping Enterprise level value stream mapping (ELVSM) Closing thoughts 10 Engaging the team Engaging individuals Engaging people during Lean events Dealing with difficult people Closing thoughts 11 Ensuring success The top three warning signs The six elements of success The bumpy road to Lean Closing thoughts 12 Communications and celebrations The purpose of communications The purpose of celebrations The style of communication Types of communications Types of celebrations Presenting Lean topics Closing thoughts 13 Key tools and concepts Glossary References Index
Introduction 01 Planning for Lean Structuring a Lean programme Dealing with the issues that arise Myth buster Closing thoughts 02 Key Lean concepts What is Lean? Overview of the Toyota Production System (TPS) The 14 principles of the 'Toyota Way' Toyota 4Ps - developing leadership commitment Muda, mura, muri The seven wastes (and eighth waste) The fi ve principles of Lean Comparing the Toyota Production System with Lean Comparing Lean with other improvement methodologies Closing thoughts 03 Scoping projects An overview of scoping Lean A3s Project charters and project initiation documents The practicalities of scoping Scoping case study Tactics for making scoping easier Closing thoughts 04 Value stream mapping events Key concepts in value stream mapping Three-stage value stream mapping Two-stage value stream mapping Alternative approaches to value stream mapping The practicalities of value stream mapping Value stream mapping case study Closing thoughts 05 2P/3P events 2P events 3P events 2P case study (local government) 2P case study (health care) 3P case study (manufacturing) Closing thoughts 06 Rapid improvement events (RIE) Key RIE concepts and tools Running rapid improvement events 4-day RIE case study (manufacturing) 3-day RIE case study (health care) 1-day RIE case study (logistics) Closing thoughts 07 Managing for daily improvement (MDI) Managing for daily improvement: everybody, every day Embedding the change after an RIE Closing thoughts 08 Leader standard work (LSW) Creating a culture to support Lean The behaviours of Lean leaders Daily, weekly, monthly LSW Structured problem solving in LSW Managing the process Closing thoughts 09 Strategic planning Strategic preparation Policy deployment (hoshin kanri) Transformation mapping Enterprise level value stream mapping (ELVSM) Closing thoughts 10 Engaging the team Engaging individuals Engaging people during Lean events Dealing with difficult people Closing thoughts 11 Ensuring success The top three warning signs The six elements of success The bumpy road to Lean Closing thoughts 12 Communications and celebrations The purpose of communications The purpose of celebrations The style of communication Types of communications Types of celebrations Presenting Lean topics Closing thoughts 13 Key tools and concepts Glossary References Index
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
