Thoroughly updated with the latest trends and new global case studies, How to Implement Lean Manufacturing, Second Edition, explains how to implement this powerful formula for eliminating waste, controlling quality and inventory, and improving overall performance across an enterprise environment. The book addresses the engineering and production aspects as well as the business culture challenges.
This practical guide describes the Toyota Production System (TPS) and specifies the distinct order in which Lean techniques should be applied to achieve maximum gains. By using the proven methods in this definitive resource, you can implement a successful Lean transformation in your organization. Find how to:Create and deploy enterprise-wide strategies and goals Improve speed and quality and dramatically lower costs Reduce variation in the manufacturing system in order to reduce inventory Reduce lead times to improve responsiveness and flexibility Sustain process gains Perform system-wide value-stream evaluations Manage constraints and reduce bottlenecks Implement cellular manufacturing
New material in the Second Edition reveals how to:Avoid the typical management pitfalls and implementation errors that virtually guarantee a Lean transformation will fail Implement the new skills of Lean leadership, including its six key elements Shape and manage your culture using the five cultural change leading indicators
The author explains, in depth, why employees want to be engaged but are not. He discusses the emotional, psychological and social forces that make engagement, the state that people naturally and continually attempt to achieve. Furthermore, he makes a compelling case that engagement is not only natural, but, when achieved, it also creates a happy and productive workforce where employees are not only emotionally but also physically more healthy.
You will learn exactly how a business can not only cause this engagement to surface, but also how to sustain it. He presents a complete discussion of the "basics and beyond" that are required to support a system of engagement. He explains engagement as a system and how to interpret and utilize a system diagram using the "high leverage points" to further fuel and sustain engagement.
The book then provides a critical and comprehensive series of discussions of precisely what management must do to unlock the power of a fully engaged workforce. In addition to learning how to measure engagement, there are detailed discussions, along with two confirming case studies, of how to improve your levels of engagement.
Essentially, the author examines engagement from top to bottom integrating the theories of the scholars, with the experiences of the practitioners. In so doing he can explain, in simple terms, how engagement can be achieved and why people try so hard to create a fully engaged workforce with both the best of intentions and a true passion to achieve it ... yet fall short.
There is a simple reason -- achieving engagement is all about management and the many changes that must be made, and that raises the crucial question: Is management both willing and able to recognize, accept, and execute the needed paradigm shifts? The stark reality is that the changes that must first occur are in the thoughts, beliefs, and actions of the management team. This book gives you a path to follow that may achieve just that. And the remaining question for the senior management is: What are you prepared to do?
The mystery of achieving engagement is known, the science is known, the answers are not technically complicated, and now it comes down to a simple choice: Are you or are you not willing to change? And with that choice, there are resultant consequences. It is no more complicated than that.