Charron / Harrington / Voehl The Lean Management Systems Handbook

1. Auflage 2014
ISBN: 978-1-4987-0529-5
Verlag: CRC Press
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 549 Seiten

Performance management, the primary focus of a Lean organization, occurs through continuous improvement programs that focus on education, belief systems development, and effective change management. Presenting a first-of-its-kind approach, The Lean Management Systems Handbook details the critical components required for sustainable Lean management.

Positioning Lean as a management operational philosophy far beyond the traditional set of improvement tools, the book explains how managers at all levels of the organization can integrate Lean into their daily management activities. It defines the Lean philosophy as well as the beliefs and behaviors required to develop a thriving Lean company culture.

The book captures the essence of Lean learning and Lean doing and illustrates practical applications of Lean management. It begins by covering the basics that encompass Lean management and leadership in two critical areas: maintenance/control and improvement.

After reading this book, you will better understand how to see waste, measure waste, eliminate waste, and develop an active change improvement workplace. You will also gain the practical understanding required to determine which Lean tool is best suited to your particular need for supporting an organization-wide management system.

Expounding on essential Lean concepts, this is an ideal guide to help new managers and leaders make the transition from theory to successful application in the field. Complete with brief summaries and examples of the most important tools in Lean management systems development in each chapter, the book provides a reliable roadmap for deploying a Lean management system across your organization, and subsequently across your entire value stream.

Zielgruppe

Organizational leaders, managers, planers, change agents, facilitators, and business consultants.

Autoren/Hrsg.

Charron, Rich

Harrington, H. James

Voehl, Frank

Wiggin, Hal

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)
• Technische Wissenschaften Maschinenbau | Werkstoffkunde Produktionstechnik Fertigungstechnik

Inhaltsverzeichnis

Introduction to Lean Management

In a Nutshell

Overview Dawn of Lean Manufacturing Porsche and the Lean Transformation

Performance Management Raw Material, Work-in-Process, and Finished Goods Flow Operator Flow in Relation to Machines Information Flow Engineering Flow

Asset Management

Resource Management Cellular Manufacturing

Risk Management

Lean Management System Deployment Model Lean Performance Management Lean Workers Cross-Training Change Management for Senior Management Teams In-House Lean Deployment Projects Toyota Lean Management System Explained Lean Management and Green Revolution

Summary

References

History Of Lean

In a Nutshell

Overview
Lean Techniques

Venetian Arsenal (1104–1800)

Eli Whitney (1792–1805)
Eli Terry (1772–1852)

Frederick W. Taylor (1856–1915)

Frank Gilbreth (1895–1924)

National Cash Register Company (1896)

Henry Ford Sr. (1863–1947)

Charles Bedaux (1887–1944)

Walter L. Shewhart (1891–1967)

Harold F. Dodge (1893–1976) and Henry Romig (1893–1972)

Henry Ford II (1917–1987)

Kaoru Ishikawa (1915–1989)

Armand V. Feigenbaum (1922–Present)

Taiichi Ohno (1912–1990)

Shigeo Shingo (1909–1990)

Phil Crosby (1926–2001)

Process Benchmarking (1947–Present)

Joe Juran (1904–2008)

Yoji Akao (1928–Present)

Ibm’s 1980S Approach to Quality Improvement

W. Edwards Deming (1900–1993)

Total Quality Management (1984)

Eliyahu Moshe Goldratt (1948–2011)

Fast Action Solution Technique (1980)

Malcolm Baldrige National Quality Award (1987)

Bill Smith (1929–1993)

Lean Manufacturing (1988)

Michael L. George (2002)

Jeffrey K. Liker (2012)

Lean Management Systems (2014)

Summary

House of Lean (Foundations of a Lean Management System)

In a Nutshell

Introduction

House of Lean Management Transition to the House of Lean Management Lean Activity Model A Framework for Lean Management Implementation Inclusion of Lean Management System Indicators and Metrics Conditions of a Lean Learning Enterprise Lean Socio-Technical System Lean Educational System Lean Change Management Four Pillars of the Lean Management Model Summary of the House of Lean Management

Five Foundation Stones of the Lean Management System Foundation Stone I: Process Management Excellence Two Approaches to Process Management Foundation Stone II: Project Management Excellence Foundation Stone III: Change Management Excellence Foundation Stone IV: Knowledge Management Excellence What is Knowledge? Foundation Stone V: Resource Management Excellence Documents Needed for the Lean Management System Strategic Vision Strategic Vision Sponsor’s Role

Summary

Useful References and Associated Readings

Lean Management Systems
In a Nutshell

Overview Toyota Challenge Views on Toyota’s Management

Lean Management System Education Application Communication
Defining Your Lean Management System Lean Management System Scorecard Learning Management Model (Senge) Strategy Management Model (Jackson) Nine Keys to Lean Management System Control Points How to Score About the Score Operations Management Model (Shingo) Shingo Model Versus Common Practices Summary Reference

Lean Socio-Technical System: on Developing a Lean Culture

In a Nutshell

Overview Lean Culture Defined Psychological Human Needs

Employee Behavior Drivers Measures Drive Behavior Beliefs Drive Behavior Motivation Defined Motivation as the Driving Force Fear Drives Behavior Hierarchy of Needs

Theory X and Theory Y Management Philosophies

Key Social System Implementaion Challenges

Summary

Lean Educational System

In a Nutshell

Overview
Lean is for Everyone

Purpose of a Lean Educational System Lean Education System Starts with Management

Lean Education Strategy About Learning Management Systems Lean Management Education Description

Lean Educational System: Lean Learning Cycle™ Lean Learning Activities Lean University Employee Road Maps and Cross Training Education Deployment (Hoshin Kanri) Lean Educational System Definition Knowledge Application (Kaizen) Kaizen and You Kaizen and Teams Kaizen and Process Troubleshooting Knowledge Sharing Grading Outcomes

Key Education System Implementation Challenges Time and Resource Commitment Discarding Old Beliefs Transitioning to a Learning Organization

Summary

Waste Identification

In a Nutshell

Overview
What is Variation? How Do we Chart Variation? Why is Understanding and Controlling Variation So Important?

What is Waste? Defining the Value-Added Work Components

How Does Waste Creep Into a Process?

Power of Observation

Seeing with New Eyes Waste 1: Overproduction What Causes Overproduction? How to Identify Overproduction

Waste 2: Excess Inventories What Causes Excess Inventory? How to Identify Excess Inventory

Waste 3: Defects What Causes Defects? How to Identify Defects

Waste 4: Extra Processing What Causes Processing Waste? How to Identify Processing Waste

Waste 5: Waiting What Causes Waiting Waste? How to Identify Waiting Waste

Waste 6: Motion What Causes Motion Waste? How to Identify Motion Waste

Waste 7: Transportation What Causes Transportation Waste? How to Identify Transportation Waste

Waste 8: Underutilized Employees What Causes Underutilized Employees Waste? How to Identify Underutilized Employees Waste

Waste 9: Behavior How to Identify Behavior Waste

Summary

References

Waste Quantification: Learning to Measure

In a Nutshell

Overview Background

Measurement Systems Theory Lean Performance Measurement From Lean Production to the Lean Enterprise Assessing Your Current Measurement System Technical Attributes of Lean Measures Technical Attributes of Good Measures Lean Production Measurement Process Evaluating Your Lean Measures Technical Characteristics Policy Deployment Model Ensuring Success of the Model in a Lean Environment Technical Aspects of Lean Measures Behavioral Attributes Associated with Lean Measures Cultural Attributes Associated with Lean Measures Performance Measurement and Lean Production Processes Measurement Visibility Measurement Relationships Single Source of Measurement Information

Measurement Systems Practice Why Measure

Types of Measures

Measures and the Supplier–Customer Relationship

Lean Measures Versus Non-Lean Measures

How Lean is Your Current Measurement System
Critical Components of the Lean Measurement System
Selecting New Lean Measures

Measuring Performance Over Time

Summary

Lean Concepts, Tools, and Methods

Overview
Traditional Organization Operational Philosophy

Lean Operational Philosophy

Lean Management Concepts Waste Value-Added Activities No-Value-Added Activities Business-Value-Added Activities Waste Identification Waste Elimination Value Stream Value Stream Management Continuous Flow Pull Systems Point of Use Storage Quality at the Source Just-in-Time Kaizen 5M’s: Materials, Machines, Manpower, Methods, And Measurements Key Process Input Variables Key Process Output Variables

Lean Tools 5S Workplace Organization and Standardization Just the Facts 5S Means Action Common Omissions when Implementing 5S Overall Equipment Effectiveness Just the Facts How to Use OEE Applying OEE in Nonmanufacturing Environments Mistake Proofing Just the Facts How to Use Mistake Proofing Cellular Manufacturing Just the Facts How to Create Manufacturing Cells Kanban Just the Facts How to Use Kanban Value Stream Mapping Just the Facts Managing With Maps Visual Controls Just the Facts How to Use Visual Controls

The Power of Lean Concepts and Lean Tools Composite U-Cell Case Study Lean Six Sigma Concepts and Tools Used Summary

References

Three Faces of Change: Kaizen, Kaikaku, and Kakushin

In a Nutshell

Introduction Resistance to Change Fear of the Unknown Measurement Systems Beliefs

Overcoming Resistance to Change Leaving Old Beliefs Behind Considering New Possibilities Emergence of Lean Six Sigma

Three Faces of Change Kaizen: Continuous Improvement Kaizen and you Method Kaizen for Process Troubleshooting Step 1: Go to Gemba Step 2: Conduct Gembutsu Step 3: Take Temporary Countermeasures on the Spot Step 4: Find Root Causes Step 5: Standardize to Prevent Recurrence Kaizen Teams Possible Target Areas for Kaizen Teams Preparing for Kaizen Team Member’s Roles in Kaizen Overcoming Obstacles During Kaizen

Kaikaku: Transformation of Mind How do We Recognize Kaikaku (Transformation of Mind)? Kaikaku in Cell Design Kaikaku in Facility Layouts

Kakushin (Innovation) The 20–20 Innovation Process

Summary

References

Lean Thinking 101

In a Nutshell

Overview Origins of Lean Thinking Dell Lean Thinking Journey Ebay Way to Lean Thinking Microsoft Weighs in Basic Values and Principles of Lean Thinking Dreaming About Perfection Apple and Perfection Basic Principles of Lean Add Nothing But Value (Eliminate Waste) Center on the People Who Add Value Flow Value from Demand (Delay Commitment) Optimize Across Organizations

References

Integrating Lean Management with DMAIC/DMADV

In a Nutshell

Overview
Goals of Lean Management

Goals of DMAIC/DMADV Lean Management Systems DMAIC Process Clarified… Recap of How DMAIC Works Dmadv Process Clarified for LMS Overview of How Dmadv Works in LMS Comparing DMAIC and DMADV-LMS*

Integrating Lean with DMAIC/DMADV Lean DMADV-LMS Framework Need for Tollgate Road Maps DMADV-LMS Tollgate Road Map Root Cause Analysis and Lean Management Groups of Lean Management System–Related Root Cause Analysis Tools

Summary

Reference

Integrating Lean and Theory of Constraints

In a Nutshell

Overview Definition of Constraint

Comparing Lean and Theory of Constraints

Achieving Lean Effectiveness with Theory of Constraints

Tips for Lean–Theory of Constraints Projects

Theory of Constraints Critical Chain Project Management and Little’s Law

Integrating Lean and Six Sigma Under Theory of Constraints Example
Summary

Lean Management System: Organizational Master Plan

In a Nutshell

Overview
Phase I: Evaluate the Lean Management System Methodology Activity 1: Starting the Interest in Lean Management Systems Activity 2: Search for Knowledge on Lean Management Systems Activity 3: Conducting the Lean Management System Assessment Activity 4: Analyze Application of Lean Management System (Conceptual Evaluation) Activity 5: Prepare Management Report (Deploying A Lean Management System) Activity 6: Present Findings to Top Management
Phase II: Define Opportunities within the Organization Activity 1: Define the Key Controllable Factors and Develop an As/Is Statement for Each Activity 2: Conduct a Study to Define and Quantify the Opportunities Activity 3: Compare to Present-Approved-Improvement Plan Projects to Be Sure There Is No Overlap Activity 4: Present the Results to Top Management Activity 5: Assign a Project Manager and Project Team Activity 6: Approve Phase III Budget

Phase III: Develop the Implementation Plan Activity 1: Develop Vision Statements for Each of The KCFS Activity 2: Define Desired Behaviors Activity 3: Prepare Individual Improvement Plans Activity 4: Combine the Individual Improvement Plans Activity 5: Prepare a Cost–Benefit Analysis (ROI) Activity 6: Develop a Set of Performance Goals Activity 7: Prepare the Lean Management System’s Project Plan Activity 8: Present the Lean Management System’s Project Plan to Management Activity 9: Include the Lean Management System’s Project Plan Into the Strategic Improvement Plan and the Organization’s Annual Operating Plan

Phase IV: Implement the Lean Management System Plan Activity 1: Assign Implementation Teams Activity 2: Define What will Be Done with Surplus People Activity 3: Assign a Project Manager to All Stand-Alone Projects Starting in the Next 6 Months Activity 4: Measure and/or Define the As/Is Status Activity 5: Form and Train the Implementation Project Teams and the Subproject Team Members Activity 6: Conduct an Organizational Change Management Assessment And Develop Appropriate Mitigation Plans Activity 7: Train the People Who are Impacted By the Change Activity 8: Implement the Change Activity 9: Conduct Phase IV Tollgate

Phase V: Measure the Results Activity 1: Define What Measurement Should be Affected by Each of the Lean Management System
Projects Activity 2: Define What, Where, and How Improvement will be Measured Activity 3: Define How Changes in Behavioral Patterns will be Observed Activity 4: Develop and Implement the Reporting System Activity 5: Train the Related Personnel in How to Collect Data Activity 6: Collect and Analyze the Data Activity 7: Conduct the Phase V Tollgate Activity 8: Reward the Installation and Lean Management System Teams Based on Their Impact

Phase VI: Continuous Improvement Activity 1: Sustaining The Gains Activity 2: Ongoing Improvement

Summary

Reference

The Need for Facilitation

In a Nutshell

Overview
What is Facilitation? Some Basic Definitions When Facilitation is Appropriate

Overview of Competencies and Characteristics

Where Do You Stand as a Facilitator?

What Specifically Comprises The Process of Facilitation? Communications Icebreakers Humor Encouragement and Praise Listening Questioning Checking Giving Feedback Nonverbal Communication Speaking Writing Group Dynamics and Development Simplify the Complex Plan for, Structure, and Control Meetings and Lean Events Provide a Safe Learning and Working Environment Help People See and Understand Help People Gather and Analyze Information to Drive Operational Improvements Only Collect the Right Important Data Be Concerned About Reliability and Validity Get Help Help People Make Decisions Collaboration and Consensus Force Field Analysis as a Powerful Tool Multivoting as a Simple Technique for Helping A Team Reduce a Large Number of Ideas Eliminating Non-Value-Added Activities Focus on Process Achieving Pull and Flow Striving for Zero Defects

Summary

Facilitating Lean Management Systems (Developing A Lean Culture and Change Management Environment)

In a Nutshell

Lean Culture Development David Mann’s Lean Culture

Change Management Managing Transitions Model Process of Transitions Helping Others to Change Managing Complex Change

Facilitating Lean Management The Facilitators Guide to Lean Management Organizational Levels and Alignment
The Organization as a System The Processing System Hierarchy Model The Organization as Systems Thinking

Catchball Approach, Deployment, Learning, and Integration Dmaic Roadmap Leader Standard Work Daily Accountability Process Visual Controls

Some Tools to Facilitate Lean Management System Annual Improvement Projects Use of Project Charters Project Selection Matrix Template Quality In Daily Work Accountability

Summary

Epilogue: The Shadow of the Leader in A Systems Thinking Environment

Appendix

Index

Über Autor(innen)

Richard M. Charron is the founder and president of The Lean Manufacturing Group, a South Florida company that provides a number of hands-on Employee Learning & Lean Implementation programs focused on waste elimination, productivity improvement, and profitability enhancement. He is a Certified Master Black Belt in Lean Six Sigma Excellence from the Harrington Institute. He has trained and coached over 100 teams in Lean manufacturing, Lean Six Sigma, and Kaizen events generating savings over $25MM. In conjunction with Strategy Associates, he completed a three-part DVD series on Lean concepts for the University of Central Florida. His expertise is in process performance excellence, Lean Six Sigma, Lean manufacturing, design for manufacturability, problem solving, product and process failure analysis, products development, and performance testing. Mr. Charron earned BS and MS degrees in plastics engineering from the University of Massachusetts. His MS Thesis "Product Liability in the Plastics Industry" is a survey of our legal system that spans the impacts of unsafe products and the ever-changing legal uncertainties. He is the author of a dozen technical publications on product quality, products performance testing, and products failure analysis.

In the book, Tech Trending, H. James Harrington was referred to as "the quintessential tech trender." The New York Times referred to him as having a "… knack for synthesis and an open mind about packaging his knowledge and experience in new ways—characteristics that may matter more as prerequisites for new economy success than technical wizardry…." Tom Peters, the author, stated, "I fervently hope that Harrington’s readers will not only benefit from the thoroughness of his effort but will also ‘smell’ the fundamental nature of the challenge for change that he mounts." William Clinton, past president of the United States, appointed Dr. Harrington to serve as an Ambassador of Good Will. It has been said about him, "He writes the books that other consultants use." Harrington Institute was featured on a half-hour TV program, Heartbeat of America, which focuses on outstanding small businesses that make America strong. The host, William Shatner, stated: "You (Dr. Harrington) manage an entrepreneurial company that moves America forward. You are obviously successful."

Dr. Harrington now serves as the chief executive officer for the Harrington Institute. He also serves as the chairman of the board for a number of businesses. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or COO, resulting in a major improvement in its financial and quality performance.

In February 2002, Dr. Harrington retired as the COO of Systemcorp A.L.G., the leading supplier of knowledge management and project management software solutions when Systemcorp was purchased by IBM. Before this, he served as a principal and one of the leaders in the Process Innovation Group at Ernst & Young; he retired from Ernst & Young when it was purchased by Cap Gemini. Dr. Harrington joined Ernst & Young when Ernst & Young purchased Harrington, Hurd & Rieker, a consulting firm that he started. Before that, he was with IBM for over 40 years as a senior engineer and project manager.

Dr. Harrington is the past chairman and past president of the prestigious International Academy for Quality and of the American Society for Quality Control (ASQC). He is also an active member of the Global Knowledge Economics Council.

H. James Harrington was elected to the honorary level of the International Academy for Quality, which is the highest level of recognition in the quality profession. Dr. Harrington is a government-registered quality engineer, a certified quality and reliability engineer by the ASQC, and a permanent certified professional manager by the Institute of Certified Professional Managers. He is a certified Master Six Sigma Black Belt and received the title of Six Sigma Grand Master. He earned an MBA and PhD. in engineering management and a BS in electrical engineering. In 2013, the Degree of Doctor of philosophy was conferred on him by the Sudan Academy of Sciences for his "immense contributions, remarkable achievements, and distinguished accomplishments in the field of quality management, business excellence, and innovation, covering wider range of geographical locations and countries.

His contributions to performance improvement around the world have brought him many honors. He was appointed the honorary advisor to the China Quality Control Association, and was elected to the Singapore Productivity Hall of Fame in 1990. He has been named lifetime honorary president of the Asia Pacific Quality Control Organization and honorary director of the Association Chilean de Control de Calidad. In 2006, Dr. Harrington accepted the honorary chairman position of Quality Technology Park of Iran.

H. James Harrington has been elected a fellow of the British Quality Control Organization and the ASQC. In 2008, he was elected to be an honorary fellow of the Iran Quality Association and Azerbaijan Quality Association. He was also elected an honorary member of the quality societies in Taiwan, Argentina, Brazil, Colombia, and Singapore. He is also listed in the "Who’s-Who Worldwide" and "Men of Distinction Worldwide." He has presented hundreds of papers on performance improvement and organizational management structure at the local, state, national, and international levels.

Frank Voehl was certified as a Grand Master Black Belt in Lean Six Sigma and Organizational Excellence Senior Counselor in process and innovation performance excellence, Lean Six Sigma, design for Six Sigma, Lean manufacturing, problem solving, accelerated performance improvement, and policy deployment. He has 35 years of practical experience in leadership for process enhancement, change management, and program development and operations leadership at FPL’s QualTec as COO, Strategy Associates CEO/ president, and COO/chancellor of the Harrington Institute. He is an expert in the application of the process enhancement, and innovation tools and methods. He trained and coached over 300 teams in Lean manufacturing, problem solving, rapid process improvement, and process management. These teams generated savings over $120MM annually. He is a noted author and series editor of over 30 books and hundreds of articles and technical papers in the field of business management and improvement. He provided input on the original design of the Malcolm Baldrige National Quality Award and facilitated its crossover to other nations and regions, including the Bahamas, South America, Europe, and the Czech Republic.

Hal Wiggin is a Certified Six Sigma Master Black Belt who has been involved in government and agency organizational development and process improvement activities for over 30 years. He was the director of Planning and Quality Improvement for the Broward Children’s Services Council and regional manager of Performance and Planning for the Florida Department of Children and Families. He was a senior examiner for the Florida Sterling (Baldrige) Council. He started his career as a mental health counselor and school psychologist before completing a doctoral program in educational leadership. He is a planner, trainer, and quality improvement professional. Besides Lean Six Sigma, he has specific expertise in strategic planning, measurement systems, situational leadership, coaching, and group facilitation. He is currently helping Nova Southeastern University develop and implement a new Lean Six Sigma program. He is an adjunct assistant professor in the College of Osteopathic Medicine and he consults in health care, government, and other industries.