Page 340 - How To Implement Lean Manufacturing

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L Maturity, process (see Process maturity)
Larana Manufacturing, 235–244 Measurement System Analysis (MSA), 27, 61–62, 94, 143,
211–212
background, 236–237 Metrics, 161
cultural change fundamentals at, 237–238 Minimum lot size, 67
educational evaluation of, 239 Model mix leveling, 119–120
Overall Equipment Effectiveness for, 240–241 Motivation:
performance improvement results at, 241–244 at ABC Widget, 281
systemwide evaluation of, 238 of Alpha Line management, 218–219
Lead time, 73–85 for implementing cultural change, 90–92, 138
as basic tool in variation reduction, 83 at Larana Manufacturing, 237
and batch sizes, 37–38 at QED Motors, 259
benefits of reducing, 24–25, 68, 74–75 Motorola, 30
Excalibur Machine Shop case study, 75–83 Movement, as type of waste, 26
history of, 73–74 Moving constraints, 189
techniques for reducing, 83–85 MSA (see Measurement System Analysis)
Leadership: Multi-skilled workers, 60
at ABC Widget, 281
of Alpha Line management, 219
and cultures, 181–182 N
and implementation of cultural change, 87–90, 138 The New Rational Manager (Charles Kepner and Benjamin
at Larana Manufacturing, 237 Tregoe), 92–94, 107
at QED Motors, 259 Nietzsche, Ray, 88–89
in setting of goals, 160–161 Normal Mass Production Model (MassProd), 12–18
three requisite skills of, 87–90
Lean implementation coordinators (LICs), 4 Not-for-profits, 34–35
Lean manufacturing, 1, 59–71
applicability of, 33–38 O
as concept, 9–10 OEE (see Overall Equipment Effectiveness)
defined, 9 Ohno, Taiichi, 9–11, 19–28, 31–32, 38
philosophy of, 59 and constraints, 193–194
quality control in, 59–64 on establishing flow, 246
quantity control in, 64–71 and House of Lean, 299
Toyota Production System vs., 31–32
Lean Stereotype, 36 and just in time, 70, 141–142
on kanban method, 49
Learning to See (Mike Rother and John Shook), 74, 85, 128, and standard work, 62
244
Leveling, 68, 113, 119–120 and time lines, 74
on Toyota, 183
Limits, on total inventory, 52 and variation, 60–61
Line availability, 18, 143, 147 One Touch Setups (OTS), 13, 69–70
Line shutdowns One-piece flow, 13
and cultural change, 105–106 Oreil Incorporated, 94
and jidoka, 186–187
Little’s Law, 46, 51 OTS (see One Touch Setups)
Out of the Crisis (W. Edwards Deming),
Lombardi, Vince, 88–89 21, 94, 165
Long-term survival, 90 Overall Equipment Effectiveness (OEE):
Lot wait time, 84, 231
aspects of, 44
and balancing, 114
M for Bravo Line, 222
calculation of, 61
Machine availability, 143 and constraints, 189
The Machine That Changed the World (Womack, Jones, and and cultural change, 93
Roos), 31, 73 and cycle time, 61, 120
Maintenance: defined, 61
autonomous, 63 and labor efficiency, 198
early equipment, 63 for Larana Manufacturing, 240–241
Maintenance system, 63 and line availability, 143, 147
Make-to-order system, 56–57 and transparency, 168
Make-to-stock system, 56–57 Overprocessing, 26
Management Overproduction, 13, 25, 67, 113, 118
and Alpha Line, 217–218
and culture, 21
police deployment by, 156 P
responsibility of, 185–186 Packaging, 23, 137
review of, 148 Parts per millions (PPM), 29
Management commitment tests, 139–140, 217–218, 259, Peck, M. Scott, 141
291–292 PDCA, see Rapid Response PDCA
Manufacturing Resource Planning Two (MRPII), 83 People, 60
MassProd (see Normal Mass Production Model) Personality development, 97–99