Page 20 - How To Implement Lean Manufacturing

CHAPTER 1

What Is the Perspective

of This Book?

he perspective of this book is fourfold. It is written by a consultant who is focused
on engineering principles and very practical applications so progress can be
Tmade in short order. It is filled with theory but has a “how to” approach for easy
application. Finally, it is definitely geared to the manufacturing world and focuses on
applications of Lean principles so that large early financial gains can be made.

From a Practical Perspective
First, this book is written from the perspective of a consultant. That means it offers a
great deal of practical advice, is filled with examples, and is geared toward making
progress—in some cases very rapid progress. Every effort is made to keep the principles
and applications as simple as they can be and, where applicable, these principles are
reduced to Points of Clarity.

From an Engineering Viewpoint without Much Cultural Advice
Second, this book is written primarily from an engineering viewpoint. Lean Manufac-
turing, also known as the Toyota Production System (TPS), is part of a business system,
so there clearly are business aspects to it. However, an engineer should easily under-
stand this book, a production supervisor should also, and almost anyone involved in
processes will identify with these materials. Most of the principles invoked here are
engineering principles that support the business. We have steered away from covering
many of the large and deep cultural changes needed to fully implement Lean (TPS) for
three reasons. But before getting into the specific reasons for this, let me tell you a story
I have seen repeated many times.
An All Too Typical Story
Arthur, the plant manager, has just returned from the annual division planning meeting,
where a great deal of attention was given to the need for manufacturing cost reduction.
All plant managers were advised to look into the Lean Manufacturing system. Pumped
with enthusiasm and a touch of fear, Arthur appointed John, his young, bright, energetic
production manager to research the topic and make a proposal that they could discuss
by the end of the quarter. So John searched the Internet and found a three-day Lean
seminar that he could attend to broaden his understanding of Lean Manufacturing.

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