Page 339 - How To Implement Lean Manufacturing

Index 313

Gantt chart, 70, 144–146 Internal variations, 43
Genchi genbutsu, 176 Inventory, 41–57
General Electric (GE), 30 basic purpose of, 42–44
The Goal (Eliyahu Goldratt and Robert Fox), 73 as buffer, 48
Goals, 153, 155–161 calculation of, 52–56
deployment of, 159 and constraints, 56–57
determining, 146 controls on, 14
development of, 158 and kanban, 48–56
leadership in setting of, 160–161 and make-to-stock vs. make-to-order systems,
as metric, 147–148 56–57
owners of, 160 management of, 70–71
purpose of, 155–156 misguided efforts with, 41
Golden Rule and value, 23 need for, 44–46
Goldratt, Eliyahu, 29, 73 segregation of, 15–16
Government, 34–35 as type of waste, 6, 26
and variation, 47–48
ISVSM (Ideal State value stream maps), 134
H
Hall, Robert, 73
Harris, Rick, 246 J
Harry, Mikel, 30 Jackson, Thomas, 158
Hawthorne Effect, 216, 227 Jidoka, 2
Hayakawa, S. I., 173 for Bravo Line, 226–227, 229
Health care industry, 35 for cultural change, 102–105
Heijunka boards: first application of, 31
for Bravo Line, 227 for Gamma Line, 199
and cycle stock calculation, 53 implementation of, 116
and cycle time variations, 18 and line shutdowns, 186–187
and interdependence, 101 as part of Lean manufacturing, 17
and kanban, 13, 16, 50, 56 as part of Toyota Production System, 11–13
and synchronizing externally, 13 and quantity control, 64–65
and transparency, 63, 165 as support for just in time, 27
H-K planning (see Hoshin-Kanri planning) as weakness, 102–104
Hoffer, Eric, 92, 237 JIT (see Just in time)
Homeostasis, 90 Job loss, 5
Hoshin Kanri: Policy Deployment for Successful TQM (Yoji Job security, 4, 5
Akao), 158 Jung, C. G., 97–98, 180
Hoshin Planning: The Developmental Approach (Bob King), 158 Just in time (JIT), 11
Hoshin-Kanri (H-K) planning, 155–158, 176 as concept, 41–42
House of Lean, 36, 59, 145, 164 history of, 73, 141
and line shutdowns, 105–106
for pull systems, 117
I and quantity control, 64–71
Ideal State value stream maps (ISVSM), 134
Imagination, 90
Imitation, 32 K
Implementation, 135–151 Kaizen, 7, 9
assessing cultural change for, 138–139 for Bravo Line, 232
determining goals for, 146 and implementation, 146
documentation of current condition for, 146 and just in time, 65
educational evaluation for, 144–146 at QED Motors, 264–265, 267, 270–271
evaluation of newly formed present state for, 147 Kanban, 12–15
formal review for, 148 for Bravo Line, 226
of kaizen activities, 146 calculations of, 49
reducing wastes for, 146 circulation of, 49-50
second commitment evaluation after, 149–151 and inventory, 41, 48–56
steps for, 135–136 and just in time, 67–70
systemwide evaluation for, 139–144 at Larana Manufacturing, 242
for value streams, 136–138 for pull systems, 116–118
implementing A Lean Management System (Thomas Jackson), six rules of, 49
158 for Zeto Cell, 252–253
Improvement activities, 63 Keating, J., 276
Inspection, 12, 64–65, 176 Kelvin, Lord, 170–171
Insurance companies, 35 Kemp, Sid, 136
Integration, 19 Kepner, Charles, 92–93, 107
Integrity, 18–20 Kepner-Tregoe (KT) Methodology, 94–95, 107, 212, 247
Interdependence: King, Bob, 158
and cultural change, 101, 182–183 King, Martin Luther, Jr., 88
as reality, 160 KT Methodology (see Kepner-Tregoe Methodology)