By John R Black
"This newly-revised and vastly multiplied quantity goals to supply a readable, real-world roadmap for placing into position the fundamental method and strategies managers intend to make lean paintings and movement their agencies - even if production or service-based - towards a world-class creation procedure. Drawing upon a long time of expertise within the entrance traces of lean creation and organizational transformation, the author presents circumstances, anecdotes, examples, rationales, and urban instruments to aid enterprise leaders cease conversing approximately lean construction and truly make growth towards reaching it. it is the excellent source for leaders in any respect degrees who're attracted to bettering their competitiveness, construction extra winning operations, and relocating towards world-class functionality in purchaser pride, profitability, and worker satisfaction."--BOOK JACKET. Read more...
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Extra info for Lean production : implementing a world-class system
Pokayoke provides immediate, objective feedback and allows for corrective action if a mistake occurs. When pokayoke isn’t possible, self-check permits the next fastest and most efficient source inspection, but remember that selfcheck may be contingent upon not only subjectivity but compliance. Successive checking is thus the last-ditch opportunity to find mistakes and correct them in a still-timely and efficient manner. 34 Chapter 3 With these source inspection complexities in mind, we’ll look in Chapter 4 at employee involvement as a necessary first step to lean, world-class production.
American organizations, particularly those with shareholders, have difficulty dragging their eyes from results for more than a moment. But Erecting the Roof 59 results and the production system are not only inextricably linked, the results are a function of the system. If you cannot achieve a focus on the system, any and all efforts at improvement can easily become just a long line of unrelated and fleeting programs, most of which, if successful at all, will have no lasting impact. If the kaizen philosophy of continuous improvement, each improvement building on the last, is not the primary focus of management behavior and energy, your efforts and those of the company will probably fail.
They have to start from the top down. In Chapter 4, I tried to convince you of the importance of employee involvement, and I believe the subsequent Boeing 757 case study helps demonstrate the value of employee participation in spreading education, adjusting attitudes, generating breakthrough ideas, and implementing world-class production techniques. Now I’m going to discuss what may sound like a contradiction: Even the most enthusiastic, skilled, highly educated, and involved employees can’t do it alone.