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عدد المساهمات : 19001 التقييم : 35505 تاريخ التسجيل : 01/07/2009 الدولة : مصر العمل : مدير منتدى هندسة الإنتاج والتصميم الميكانيكى
| موضوع: كتاب How to Implement Lean Manufacturing السبت 02 نوفمبر 2019, 10:41 pm | |
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أخوانى فى الله أحضرت لكم كتاب How to Implement Lean Manufacturing Lonnie Wilson
و المحتوى كما يلي :
Contents Preface . ix Acknowledgments . xv 1 What Is the Perspective of This Book? . 1 From a Practical Perspective . 1 From an Engineering Viewpoint without Much Cultural Advice . 1 This Book Has a “How to” Perspective 7 And to Those in Manufacturing Who Seek Huge Gains . 8 Chapter Summary . 8 2 Lean Manufacturing and the Toyota Production System . 9 The Popular Defi nition of Lean 9 What Is Lean? . 9 What Did Ohno Say about the Toyota Production System? 10 The TPS and Lean Manufacturing Defi ned 10 Who Developed the TPS? . 11 The Two Pillars of the TPS 11 What Is Really Different about the TPS? . 12 The Behavioral Defi nition . 21 The Business Defi nition . 22 Several Revolutionary Concepts in the TPS 22 The TPS Is Not a Complete Manufacturing System . 26 A Critical and Comparative Analysis of Various Philosophies 28 Where Lean Will Not Work… or Not Work Quite so Well 32 Chapter Summary . 39 3 Inventory and Variation 41 Background . 41 Just Why Do I Have and Why Do I Need the Inventory? 42 What Is So Bad about Inventory? . 42 About Variation . 47 Buffers . 48 Kanban . 48 Kanban Calculations 49 Finished Goods Inventory Calculations . 52 Kanban Calculations 56 Make-to-Stock versus Make-to-Order Production Systems . 56 Chapter Summary . 57 4 Lean Manufacturing Simplifi ed . 59 The Philosophy and Objectives 59 vvi C o n t e n t s The Foundation of Quality Control . 59 Quantity Control . 64 Chapter Summary . 71 5 The Significance of Lead Time 73 Some History of Lead Time 73 Benefi ts of Lead-Time Reductions 74 Excalibur Machine Shop, Lead-Time Reductions . 75 Techniques to Reduce Lead Times 83 Chapter Summary . 85 6 How to Do Lean—Cultural Change Fundamentals 87 Three Fundamental Issues of Cultural Change . 87 Some Cultural Aspects of a Lean Implementation Worthy of Further Thought . 100 Chapter Summary . 106 Appendix A—Problem Solving and Standardization: How Are They Similar? . 107 7 How to Do Lean—The Four Strategies to Becoming Lean 111 Overview of the Lean Implementation Strategies . 111 Implementing Lean Strategies on the Production Line 112 Chapter Summary . 118 Appendix A—The Takt Calculation . 118 Appendix B—The Basic Time Study 121 Appendix C—The Balancing Study . 124 Appendix D—The Spaghetti Diagram 127 Appendix E—Value Stream Mapping . 128 8 How to Implement Lean—The Prescription for the Lean Project . 135 An Overview on How to Implement Lean . 135 A Key Question to the Implementation . 136 Step 1: Assess the Three Fundamental Issues to Cultural Change . 138 Step 2: Complete a Systemwide Evaluation of the Present State 139 Step 3: Perform an Educational Evaluation 144 Step 4: Document the Current Condition 146 Step 5: Redesign to Reduce Wastes . 146 Step 6: Evaluate and Determine the Goals for This Line . 146 Step 7: Implement the Kaizen Activities . 146 Step 8: Evaluate the Newly Formed Present State, Stress the System, Then Return to Step 1 147 Lean Goals 147 What to Do with the Plan? 148 Chapter Summary . 148 Appendix A—The Second Commitment Evaluation of Management Commitment . 149 9 Planning and Goals 153 Some Background 153C o n t e n t s vii Hoshin–Kanri Planning 155 Why Are Goals and Goal Deployment So Important? . 155 Policy Deployment . 156 Leadership in Goal Development, Deployment, and Determining What “Should Be” . 160 Chapter Summary . 162 10 Sustaining the Gains . 163 Why Is It So Important? . 163 How Do We Know There Is a Loss? . 165 What Is Process Gain? 173 Chapter Summary . 178 11 Cultures 179 Background Information on Cultures . 179 The Toyota Production System and Its Culture . 185 What Should We Do with Our Lean Culture? 187 Chapter Summary . 188 12 Constraint Management 189 Bottleneck Theory 189 Chapter Summary . 194 13 Cellular Manufacturing 195 Cellular Manufacturing . 195 The Gamma Line Redesign to Cellular Manufacturing 197 Chapter Summary . 209 14 The Story of the Alpha Line 211 How I Got Involved 211 Initial Efforts to Implement Cultural Change 211 Some of the Results 214 Continuous Improvement, as It Should Be . 215 The Cool Story of SPC: SPC Done Right! 215 How Did the Alpha Line Management Team Handle the Fundamentals of Cultural Change? 218 Chapter Summary . 219 15 The Story of the Bravo Line: A Tale of Reduced Lead Times and Lots of Early Gains 221 Background Information 221 Implementing the Prescription . 222 The Results . 227 Chapter Summary . 233 16 Using the Prescription—Three Case Studies 235 Why These Case Studies? . 235 Lean Preparation Done Well: The Story of Larana Manufacturing . 236viii C o n t e n t s The Zeta Cell: A Great Example of Applying the Four Strategies to Reduce Waste and Achieve Huge Early Gains . 244 The Case of the QED Motors Company: Another Great Example of Huge Early Gains on an Entire Value Stream 254 Applying the Second Prescription at QED Motors—How to Implement Lean . 259 17 The Precursors to Lean Not Handled Well 273 Background to the ABC Widgets Story 273 We Analyze the Data . 274 Summary of Results 280 How Did the Management Team from ABC Widgets Handle the Fundamentals of Cultural Change? . 281 The Real Message 282 Chapter Summary . 282 18 An Experiment in Variation, Dependent Events, and Inventory . 285 Background . 285 The Experiment 286 19 Assessment Tools 291 The Five Tests of Management Commitment to Lean Manufacturing . 291 The Ten Most Common Reasons Lean Initiatives Fail (in Part or Totally) . 292 The Five Precursors to Implementing a Lean Initiative 292 Process Maturity . 295 20 A House of Lean 299 Glossary 301 Bibliography 309 Index 311
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