Page 338 - How To Implement Lean Manufacturing

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Continuous Improvement Process (CIP), 9, 65 E
CONWIP, 14
Correlation and regression (C&R), 211–212 Early equipment maintenance, 63
Creating Continuous Flow (Mike Rother and Edison, Thomas, 165
Rick Harris), 246 Educational evaluation:
Crosby’s approach to zero defects, 29–30 for implementation of Lean manufacturing, 144–146
Cultural change: of Larana Manufacturing, 239
at ABC Widgets Co., 281 of QED Motors, 260
and Alpha Line, 211–215, 218–219 Eliot, T. S., xi
beginning, 6–7 Engineering culture, 179–180
and Bravo Line, 230 Equipment availability, 6
difficult aspects of, 4 Error-proofing (see Poka-yokes)
evolution of, 6 Evaluations:
foundational issues for, 101–102 of culture, 183–184
implementation of jidoka for, 102–105 educational, 144–146, 239, 260
for implementation of Lean manufacturing, 138–139 of newly formed present state, 147
at Larana Manufacturing, 237–238 second commitment, 149–151
leadership and implementation of, 87–90 systemwide, 139–144, 238
and Lean initiative, 3 Excalibur Machine Shop case study, 75–83
and level of interdependence, 101 External variations, 43
and line shutdowns, 105–106
motivation for implementing, 90–92 F
problem solving and implementation of, 92–100, Facility-wide implementation, 136–137
107–110 Factory Physics, 46
at QED Motors, 259 Failure Mode Effect Analyses (FMEA), 23
three fundamental issues, 87 Fear, 151
and uniqueness of Toyota Production System, 4–5 FIFO inventory management, 55
Culture(s), 179–188 First time yield (FTY), 212–214, 216
appropriate, 181–182 The Five Tests of Management Commitment to a Lean Initiative, 149
change of, 183–184 5S, 63, 165, 283
defined, 179 5 Whys, 27, 65, 102–103
development of, 183 Flexibility, 74–75, 195, 196
healthy, 180–181 Florida Marlins, 34
and interdependence, 182–183 Flow:
intimidating aspects of, ix for Bravo Line, 225–226
lean, 187–188 and chaos, 10
management of, 31–32 concept of, 67–68
rules of, 179 creation of, 114–116
of Toyota Production System, 21, 185–187 obstacles to flow, 117
when change seems impossible, 3 as part of Toyota Production System, 26
Customer(s): and predictability, 10
consumption by, 14 at QED Motors, 264–265
demand from, 119 the seven techniques to improve, 231– 232
focus on, 33 for Zeta Cell, 252
supply to, 112–113 (See also Synchronization of customer Flow kaizen, 7
supply) Flow lines, 12, 195–196
Cycle stocks, 16, 43–44, 49, 52–53, 70–71, 112–113 FMEA (Failure Mode Effect Analyses), 23
and replenishment time, 43 Formal review, 148
calculations of, 52-53 Foundational issues, 59–64
Cycle time variations, 17–18 and basics, 101
Cycle-time performance, 61 and crises, 101
Cycle-time reductions, 62, 120 Franklin, Benjamin, 98
FSVSM (see Future State value stream maps)
D FTY (first time yield), 212–214
Future State value stream maps (FSVSM), 134, 146
Darwin, Charles, 90
Data analysis, 274–280 G
Defective parts, 26
Delivery time, 44 Gains, 163–178
Deming, W. Edwards, 21, 94, 165, 171–172, 212, 214, 216 and case study of production improvements, 170–172
The Deming Route to Quality and Productivity importance of sustaining, 64, 163–165
(William Scherkenbach), 171–172 process gains, 173–175
Deming’s Management Technique, 29, 110 steps for sustaining, 175–178
Denial, 151 and transparency, 165–169, 172–173
Designs of Experiment (DOE), 27, 94, 211–212, 216 Gamma Line, 197–209
The Different Drum (M. Scott Peck), 141 background, 197–199
Diagnostic Tools, 113 performance improvement results for, 206–209
DMAIC methodology, 94 synchronizing customer supply for, 199–201
DOE (see Designs of Experiment) synchronizing production for, 201–206