Implementing Lean: Twice the Output with Half the Input

Everyone has heard the phrase about doing twice the work in half the time, but instead of focusing only on time , this book focuses on driving increased output with consistently less input . Implementing Lean: Twice the Output with Half the Input! teaches readers not only about Lean and its major concepts, but it drives the leader toward implementing a true Lean system. The authors have used the methodologies in this book everywhere from hospitals to service industries to manufacturing plants in order to impact businesses by providing proven principles, techniques, and approaches that yield substantial improvement to any business, small or large, in any sector. Learn about the benefits of implementing Lean in your company as the authors walk you through the major components as well as show you how to implement them. This guide is already being used by Lean Practitioners every day on shop floors to educate and refresh how tools are used in real-world applications. 1. The Lean Business Delivery System 2. Learning from Toyota: Lean Philosophy and Foundations 3. Lean Accounting and Accounting for Lean 4. Our Misguided Allegiance to the Batching Paradigm 5. Waste versus Efficiency 6. The Lean Assessment 7. Lean and Change Management 8. Transitioning to a Lean Leader 9. Getting Ready to Implement a Lean System 10. BASICS Model: Baseline Data and VSM 11. BASICS: From Assess—Product-Flow Analysis (TIPS) 12. BASICS Model Assessment: Workflow Analysis—Following the Operator (Staff) 13. BASICS Model Assessment—SMED: Single-Minute Exchange of Die (SMED) 14. The BASICS Model: Suggest Solutions 15. Creating Standard Work 16. System-Based Lean Implementation Approach Utilizing the BASICS Model—Kaikaku 17. Hoshin Kanri: Strategic Planning/Policy Deployment 18. Lean Transactional Processes 19. Lean Machine Shops and Job Shops 20. Visual Management 21. Heijunka, Planning and Scheduling, Sequencing Activities, Mixed Model 22. Lean +QDIP, and Huddles 23. Lean Materials 24. Lean and Engineering—DFM/A 25. Mistake-Proofing 26. Total Productive Maintenance 27. BASICS Model: Check and Sustain Charles Protzman formed Business Improvement Group (B.I.G.), LLC, in November 1997. B.I.G. is located in Baltimore, Maryland, and specializes in implementing Lean thinking principles and the Lean business delivery system—LBDS (trademark pending). Charles has over 31 years of experience in materials and operations management. He spent 13 years with AlliedSignal, now Honeywell, where he was an