Mark Eaton

The Lean Practitioner's Handbook

• Broschiertes Buch

Produktbeschreibung

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 summaries

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Produktdetails

• Verlag: Kogan Page
• Seitenzahl: 328
• Erscheinungstermin: 3. Februar 2013
• Englisch
• Abmessung: 234mm x 156mm x 18mm
• Gewicht: 500g
• ISBN-13: 9780749467739
• ISBN-10: 0749467738
• Artikelnr.: 36171962

Autorenporträt

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