Page 27 - How To Implement Lean Manufacturing

8 Cha pte r O n e

It is an eight-step process that results in a leaner process. This second prescription is a
proven technique (described fully in Chap. 8) and its application is shown in three case
studies in Chap. 16.

“How to” Become More Secure and a Better Money-Making Machine
Make no mistake, this is not a primer on “What is Lean” or “What is the TPS,” although
much of that is contained herein. It is not a book about theory, it is a book to guide
actions, and it is a book about applications. It is
about how you can apply the principles of Lean and
Point of Clarity This book lead your facility through the first three years of your
is about making your business effort, making it:
a more secure money-making
• A more secure work environment, and
machine.
• A better money-making machine

And to Those in Manufacturing Who Seek Huge Gains
Finally, this book was written for those in manufacturing who wish to excel in making
their business healthier and more robust, as well as for those who are struggling to
survive. It is one of the themes of this book that you can make huge early gains—for
those in survival mode, this should be encouraging. As you read, pay particular atten-
tion to how quickly many of these companies achieved gains—and how large those
gains were—by applying the prescriptions outlined here for you.
Although manufacturing is the focus, the Lean principles, once understood, have a
very broad application. For example, we have applied these principles to staff functions
within manufacturing such as training, procurement, engineering, and testing labs to
name just a few. In addition, we have applied these principles to Doctors’ offices, hos-
pitals, hotels, private schools, restaurants, and other service functions. They have a
broad, not infinitely broad, but very broad application to a wide variety of functions
and industries.

Chapter Summary
Four themes run throughout this book. First, this is a practical book about Lean Manu-
facturing that includes many illuminating examples. Second, the book has an engineer-
ing perspective, but we have steered away, as much as is practical, from the deep
cultural aspects that are more appropriately addressed later in the initiative. Third, this
book takes a definite “how to” approach so as to show the applications of principles.
Finally, this book is written to those in manufacturing who hope to make their business
more secure and more profitable. For these individuals, there are often huge early gains
to be made. (For a better understanding of cultures, including elements of the TPS cul-
ture, refer to Chap. 11.)