Lean Today, Rich Tomorrow: Succeeding in Today's Globalization Chaos

Lean Today, Rich Tomorrow: Succeeding in Today's Globalization Chaos

By: Joe Bichai (author)Hardback

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This book is about an actual Lean transformation that took place in a 100-year-old North American manufacturer's factory. Lean Today, Rich Tomorrow: Succeeding in Today's Globalization Chaos tells the story of how an obsolete factory destined for closure was transformed into the most productive North American manufacturer in its field, but this shift didn't happen without its share of obstacles. Despite the problems the company encountered, the implementation of the Lean/TPS with JIT and Kaizen absolutely ensured its survival while many companies in the field fell under the shadow of bankruptcy. The company eliminated the bad habits associated with its antiquated push system, including piecework, batch process, and rework, and transformed its factory into a JIT/Lean philosophy-driven plant with one-piece flow, U-shaped production lines, and productivity sharing. Telling a tale of adventure, the book guides readers through the steps taken by the company to improve processes and results over a ten-year period. This success story will give managers the tools to succeed in rallying and training a workforce to achieve Lean goals through a substantive change in culture. The book keeps the use of theory to a minimum. However, to make it useful to both students and professionals, it explains the basic concepts of the Toyota system. Presented in a compelling story format, Lean Today, Rich Tomorrow: Succeeding in Today's Globalization Chaos is a practical work, told the way it was experienced. It avoids complex formulas, algorithms, and grand theories and instead illustrates the process used by this Canadian enterprise and its employees to achieve their successful implementation without the help of consultants.

About Author

Joe Bichai has been recognized and looked upon as a leader in the world of Lean manufacturing. Throughout his career he enthusiastically shared his knowledge of Lean and continuous improvement philosophy. Committed to the success of domestic manufacturing, he has conducted numerous seminars and taught future grads how to be competitive in our global markets. After graduating from the Ecole Polytechnique de Montreal as an industrial engineer, Bichai joined Electrolux as a young and eager engineer. He worked his way through the ranks and was promoted to I.E. Manager, later to Manufacturing engineering manager and to finally plant manager. In 1986, he decided to start his own company, JITech Manufacturing services, offering his customers, a one-stop shop for manufacturers looking for plastic molds as well as molded and assembled products. In 1991, he seized the opportunity to partner up with Kamik (Genfoot Inc.), the leading Canadian footwear manufacturer. Since then, Bichai has been leading the manufacturing activities of their three North American factories. In 1998, the CSIE (Canadian Society for Industrial Engineering) awarded him the Leadership award for promoting Canadian productivity. In 2000, he was awarded "the most influential engineer of his decade" award by the Ecole Polytechnique de Montreal's industrial engineering department. For the past 30 years, Bichai has been a proud advocate of the Japanese manufacturing management techniques that led him in 2001 to join the Gemba Kaizen and Just-in-Time study tour at the Japan Kaizen Institute, where he perfected his continuous improvement knowledge learning from Imai Masaaki, founder of the Kaizen Institute. In 2007, Bichai's French version book Agir ou Perir was published by the Presses Internationales de Polytechnique and was selected as a finalist in the annual Quebec Better Business Book Grand Prix competition.


Ten Years Later June 1991 Setting the Challenge July 1991 An Analysis of the Situation Economic Context of the Shoe Industry in Canada State of Our Factory The Solution: Toyota's Lean Production System and Kaizen Where to Begin? Our Way of Working Rethinking the Factory's Layout and Production Philosophy August 1992 The Module: A Production Nerve Center The Design and Setup of the Pilot Module Choosing a U-Shaped Module Traditional Organization and Manufacturing Methods Experimenting with New Ways of Working Comparison of the Results Obtained Presenting an Expense Budget to Management Chapt er 4 G etting the Employees Involved October 1992 Worries and Resistance among the Employees Guarantees and Commitments from the Company New Layout and Training November 1992 Planning and Implementing the New Layout Tailored Training Programs Seamstresses Human Relations and Communication Management Technical Training Directed Practice Cutters Supervisors Reviewing the Salary, Structure, and Bonus System March 1993 A Complex Existing Situation A Crucial Simplification Seeking Consensus Organizing the Work June 1993 Individual Work versus Teamwork Carefully Considered Team Composition Developing Autonomy A Factory without Inspectors: Is It Possible? Putting It to the Test Kickoff Problems and Friction Health Problems Tensions within the Teams Frustrations about the Removal of Privileges A Concession to Benefit Workplace Atmosphere Overcoming the Obstacles November 1993 A Thunderclap Perfect Timing for a New Project Preliminary Study to Pinpoint the Problems Portrait of the Factory Population First Investigation into Health Problems Second Investigation into Problems with Psychological Well-Being and Communication Summary and a Concrete Plan of Action The Facilitator: A Positive Agent for Change From Supervisor to Coach: A Changing Position The Foreman: Caught between a Rock and a Hard Place Moving from Supervisor to Coach: A Difficult Transition Choosing Supervisors Who Have What It Takes to Coach Establishing a Gain-Sharing System to Stimulate Productivity April 1994 A Bonus System that Gets in the Way of the Objective Need for a Gain-Sharing Model Sharing Plan Based on Productivity An Employer/Employee Committee to Put the Plan into Action After Two Years, a Mitigated Report on Shared Gains Adjusting Our Aim New Just-in-Time Training to Get Employees Involved Spectacular but Fragile Results Revision of the Productivity Gain-Sharing Plan Seeking a New, More Equitable Gain-Sharing System A Surprise from the Employees Report that Inspires Vigilance Carrying Out a First Assessment and Detecting Errors along the Way January 1999 Length of the Learning Curve Effect of Bottlenecks Scope of the Information Technology (IT) Adjustments Required Length of Time to Implement Hand-to-Hand Putting Kaizen into Practice in the Factory January 2002 Examples of Small Kaizen Adding a Velcro (R) Strip on the Sewing Machines Installation of a Scrap-Catching Bag Designing Functional Packaging Tables Design of a Heel Reinforcement Container Creation of a Color Code for Bottom Injection and Transport Example of a Medium Kaizen Installation of a Box Lifting System Example of a Big Kaizen Automation of Strap Cutting and Gluing Tasks Example of Everyday Kaizen Tour of a Chinese Supplier: A Wake-Up Call Early 1998 More than a Company: A City! Workers in Residence Realm of Muda Quality, but at the Expense of Productivity Difficult New Awareness Unequal Struggle End of an Era 2003 Increasingly Fierce Global Competition Factory that Is Productive, but Underused Changing Fashion Conflation of Circumstance Inescapable Situation Hard Decision Painful Delay Closure Announcement Final Weeks After Contrecoeur: Lean at Work Winning Conditions for a Successful JIT and Kaizen Implementation Project March 1993 Unconditional Commitment from Senior Management Attitude of Honesty and Openness toward the Workers Full Commitment from All Employees Choosing Hand-to-Hand or Pull Production: Simply Inevitable Aspiration to Become a World-Class Company Toyota's Lean Production System, Kaizen, and Related Concepts Toyota Production System Total Quality Management Just in Time, Pull Production, One-Piece Flow, and Takt Time Total Productive Maintenance, Overall Equipment Effectiveness, and Jidoka Kaizen The 5S Standardization Elimination of Mudas Visual Management Suggestion Program Rules for the Smooth Operation of the Gemba Toyota Production System and Kaizen in Brief Tour of World-Class Japanese Factories Toyoda Iron Works Yamaha Motors NGK Insulators, Chita Factory Togo Seisakusho Taiho Kogyo Toyota, Takaoka Factory Myths and Realities of Japanese Industry Workers Japanese Workers Are Very Disciplined and Respect Authority Much More than Workers in Other Countries Japanese Factories Offer Their Workers Lifelong Employment In the Toyota System, Any Worker Can Halt the Production Chain In Japan, Rejects Are Measured in Parts per Million Rather than by Percentage Chapt er 18 Toyota's Troubles A Highly Publicized Accident Mountain out of a Molehill Lessons Learned Rebuilding Trust Chapt er 19 North American Production Returns to the Fold Offshoring: A Win-Win Situation? Offshoring Also Comes at a Price The Pendulum Swings Back Appendix: Bonus Plans and Productivity Gain-Sharing Plans Scanlon Plan Rucker Plan Improshare Plan Glossary References Index

Product Details

  • ISBN13: 9781482235647
  • Format: Hardback
  • Number Of Pages: 219
  • ID: 9781482235647
  • weight: 522
  • ISBN10: 1482235641

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