Lean Transformation: Cultural Enablers and Enterprise Alignment

Lean Transformation: Cultural Enablers and Enterprise Alignment

By: Suresh Patel (author)Hardback

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Books in the Quality and Business Excellence series can help readers improve customer value and satisfaction by integrating the voice of the customer into design, manufacturing, supply chain, and field processes. Lean Transformation: Cultural Enablers and Enterprise Alignment is about the Lean system. It begins by describing the reasons why so many Lean implementations fail and explaining why managers need to focus their valuable time on early adopters rather than on trying to convert resistors. This book describes the guiding principles of the Shingo process for continuous improvement layout and evaluation. It examines the principles, systems, and tools of continuous improvement and demonstrates how to deploy these proven methods in plants and distribution centers. The book covers time-tested continuous improvement process tools and practices, including the visual workplace, mistake proofing, PDCA, 5S, Heijunka, standard work, Kaizen, and value stream mapping. It also examines Lean performance measures and introduces a comprehensive Lean tool assessment system. Presenting seven proven techniques for altering and guiding a Lean culture, the book identifies a formal process for overcoming common roadblocks. It also illustrates the proliferation of the Lean initiative across an organization's various sites. This book describes how proper assessment of Lean system tools can help your organization remain focused on system standardization and boost your organization's sustainability efforts. It includes job descriptions of various roles in the improvement process, including those for Lean supervisor and Lean team leader, as well as a glossary that defines key terms.

About Author

Suresh Patel is a former Technical Director and Operations Excellence Executive. He earned his BE degree in electrical engineering from M.S. University of Baroda, India, his master's degree in production technology from South Bank University, London, and an MBA degree from the University of Texas at Brownsville. He is qualified as a Certified Reliability Engineer, Certified Quality Engineer, and Certified Management Systems Auditor by the American Society for Quality. In his long career spanning more than four decades, he has developed a wide range of products/processes and has helped in establishing six manufacturing plants in India and five US plants in Mexico. Starting with India, his career path has enabled him to work in industries in the UK, Denmark, Belgium, Canada, USA, China, Mexico, and Chile. His career has been enriched through holding key positions with such multinational corporations as Gestetner, Motorola, United Lighting Technologies, Eaton Corporation, and Fiat Global.


Introduction History of Lean Business Process Roadblocks to Lean Transformation Business Process View Managing the Purpose SIPOC Diagram Embarking on the Lean Journey Shingo Process White Coat Leadership versus Improvement Leadership Nurturing the Lean Culture Techniques to Change to Lean Culture Cross-Training: A Win-Win Situation Steps to Implement Cross-Training On-the-Job Training Coaching and Mentoring Team Management Team Dynamics Handling Problem People Conflicts Team Decision and Consensus Building Suggestion Schemes The Idea Board Safe Working Environment SECTION II: PRINCIPLES OF CONTINUOUS IMPROVEMENT PROCESS Importance of Principles, Systems, and Tools in Continuous Improvement What Is a Principle? Principles of Continuous Improvement Process Process Focus Identification and Elimination of Barriers to Flow Matching the Rate of Production to the Level of Customer Demand Scientific Thinking Jidoka (Automation-Combination of Automation and Mistake Proofing) Integrate Improvement with Work Seek Perfection Quality Is Built in the Product or Service at the Source Standard Work Successive Checks Self-Checks Visual Management-Visual Factory Mistake Proofing-Poka Yoke Separate Man from Machine Multiprocess Handling-Multimachine Handling Cellular (Cell) Manufacturing Stop and Fix SECTION III: CONTINUOUS IMPROVEMENT PROCESS TOOLS AND PRACTICES Continuous Improvement Process System Visual Workplace 5S Standards System Complete with Implementation Guidelines PDCA Model for 5S Implementation Sort Straighten Shine Standardize Sustain Lot Size Reduction and Production Leveling System (Heijunka) Total Productive Maintenance System (TPM) and Its Implementation Standard Work Continuous Improvement Kaizen A3 Report Corrective/Preventive Action System Continuous Improvement Process Tools and Practices Value Stream Mapping Future State Mapping Error Proofing Continuous Flow or One-Piece Flow Setup Reduction Pull System Kanban SECTION IV: LEAN PERFORMANCE MEASURES AND PERFORMANCE ASSESSMENT Lean Performance Measures On-Time Delivery (OTD) Cost of Nonconformance (CONC) Lean Tool System Assessment Value Stream Mapping 5S Standardized Work Total Productive Maintenance (TPM) Error Proofing Setup Reduction Continuous Flow Pull System Tool Assessment Summary Radar Chart Lean Assessment Appendices: Job Description of a Lean Supervisor Job Description of a Lean Team Leader Conclusion Glossary of Terms Bibliography Index

Product Details

  • ISBN13: 9781498743365
  • Format: Hardback
  • Number Of Pages: 249
  • ID: 9781498743365
  • weight: 522
  • ISBN10: 1498743366

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