Lean Manufacturing and Service Fundamentals, Applications, and Case Studies
Lean manufacturing and systems rooted in lean principles stand out as the most effective tool used to enhance productivity, quality, and comprehensive economic, environmental, and social sustainability. This book showcases lean as a holistic system encompassing design, planning, management, and oper...
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| Format: | Elektronisch E-Book |
| Sprache: | English |
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Milton
Taylor & Francis Group
2024
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| Ausgabe: | 1st ed |
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| Online-Zugang: | DE-2070s |
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Inhaltsangabe:
- Cover
- Half Title
- Series
- Title
- Copyright
- Contents
- Preface
- Book Outline
- Chapter 1 Introduction to Lean Systems
- 1.1 Background of Lean Approaches
- 1.2 Fundamentals of Lean
- 1.3 Value for the Customer
- 1.4 Concepts of Wastes and Waste Types in Lean
- 1.4.1 Waste from Overproduction
- 1.4.2 Waste from Motion
- 1.4.3 Transportation Waste
- 1.4.4 Processing Waste
- 1.4.5 Wasted Time in Waiting or Queuing
- 1.4.6 Waste from Defective Products or Services
- 1.4.7 Wastes from Excess Inventory
- 1.5 Goods and Services
- 1.5.1 Lean in Offices from the Perspective of Improving Service Systems by Applying Lean
- 1.5.2 Requirements for Lean Office Management
- 1.5.3 Lean Product Development
- 1.6 Flow in Lean
- 1.7 Setting Goals and Eliminating Waste
- References
- Chapter 2 Value Stream Mapping
- 2.1 Introduction to Value Stream
- 2.2 The Selection of Products and Services for Value Streams
- 2.3 Information Requirements for a Value Stream Mapping (VSM) Project
- 2.4 Planning the Value Streams
- References
- Chapter 3 Process Value Mapping
- 3.1 Introduction to Process Value Mapping
- 3.2 Differences between Value Stream Mapping and Process Value Mapping
- 3.3 Information Requirements
- 3.4 Planning a Process Value Map (PVM)
- 3.4.1 Detailed Description of the Case Study
- 3.4.2 Current State of the FNG Process
- 3.4.3 Setting Goals
- References
- Chapter 4 Organizing the Workplace by Using the Lean Tool 5S
- 4.1 Introduction
- 4.2 Implementation of 5S as a Tool
- 4.3 5S Applications in Other Systems and Business Areas Than the Manufacturing Floor
- 4.3.1 5S in Supply Management Improvement
- 4.3.2 5S in Product Portfolio Rationalization
- 4.3.3 5S in Warehousing Management
- 4.3.4 5S in Visual Management in Manufacturing
- 4.3.5 5S for Information Management and How to Apply It
- 4.4 Case Studies
- References
- Chapter 5 Setup Reduction
- 5.1 Setup Reduction Methodology
- 5.2 Production Lot Size and Setup Reduction
- References
- Chapter 6 Maintenance Planning and Lean
- 6.1 Lean Approach for Maintenance
- 6.2 Total Productive Maintenance
- 6.3 Five Pillars of TPM
- 6.3.1 Pillar 1: Maximize Overall Equipment Effectiveness (OEE)
- 6.3.2 Pillar 2: Autonomous Maintenance
- 6.3.3 Pillar 3: Predictive Maintenance
- 6.3.4 Pillar 4: Early Management of New Equipment
- 6.3.5 Pillar 5: Creating a Safe Environment
- 6.4 Integration of Planning for Production and Maintenance
- 6.5 Maintenance Management in Modern Manufacturing
- 6.6 E-Maintenance and Lean Philosophy
- 6.7 Maintenance and Sustainability of Production System
- References
- Chapter 7 Poke-Yoke
- 7.1 Introduction to Poke-Yoke
- 7.2 SPC, Poke-Yoke, and Built-In Quality
- 7.3 Poke-Yoke to Complement Lean, Jidoka, Autonomation, and Andon
- 7.4 Poke-Yoke and Employee Involvement
- 7.5 The Relationship Between Poke-Yoke and Continuous Improvement
- 7.6 Mistakes and Human Behavior with Poke-Yoke Systems
- 7.7 Poke-Yoke in Healthcare
- 7.8 Poke-Yoke in Services
- References
- Chapter 8 Kaizen
- 8.1 Introduction
- 8.2 Deming's PDSA Cycle and Lean
- 8.3 Kaizen-Incremental Improvement and Innovative Improvement
- 8.3.1 The S-Curve and Its Relationship to Innovation
- 8.4 Kaizen Blitz-Breakthrough Improvement
- 8.5 Comparison Between Kaizen and Business Process Reengineering
- 8.6 Kaizen As a Problem-Solving Tool
- 8.7 Kaizen, Employee-Driven Improvement, and Sustainability
- 8.8 Case Study-Kaizen
- References
- Chapter 9 Lean Production and Lean Supply Chain Management
- 9.1 Introduction
- 9.2 Customer-Supplier Interfaces and Lean
- 9.3 Integration of Supplier and Customer-Lean Approach
- 9.4 Lean Distribution Management
- 9.5 Lean Approach to Supply Chain Sustainability
- 9.6 Lean Approach to Sustainable Business Process Development
- 9.7 Lean Approach to Supply Chain Quality Management
- 9.8 Lean Approach to Improving Competitiveness
- 9.9 Lean Approach to Improving Green Image
- 9.10 Lean Application in Smart Manufacturing
- 9.11 Lean in Product Recovery and Customer Return Management
- References
- Chapter 10 Standard Work
- 10.1 Introduction
- 10.2 Demand Management and Standard Work
- 10.2.1 Production Capacity Determination
- 10.3 Lean-Based Performance Index Setting
- 10.4 Takt Time, Standard Work, and Standard Time
- 10.5 Flow Improvement, Balancing, and Takt Time
- 10.6 Improvement Basis-Standard Work, Takt Time, and Overall Improvement Optimization
- 10.7 Standard Work for Service Jobs
- References
- Chapter 11 Lean and Smart Manufacturing
- 11.1 Introduction
- 11.2 Main Features of Industry 4.0 and Smart Manufacturing
- 11.3 Features of Industry 4.0 and Smart Manufacturing That Are Attractive for Lean Manufacturing
- 11.4 Customer Demand Management through the Lean Approach and in Smart Manufacturing
- 11.5 A Case Study on Lean and Industry 4.0
- References
- Chapter 12 Policy Deployment in Lean
- 12.1 Introduction
- 12.2 Comparison of Modern Business Policies for Strategy Formulation with the Lean Integrated Approach
- 12.3 Comparison of Lean Policy Deployment with Envisioned Strategy Formulation of Industry 4.0
- 12.4 Comparison of Modern Business Policies for Strategy Formulation with Lean-Integrated Approach
- 12.5 Highlights of Strategy Formulation in a Modern or Traditional Business Organization
- 12.5.1 An Example of the Hoshin Planning Process
- References
- Chapter 13 Lean and Six Sigma
- 13.1 Introduction
- 13.2 Six Sigma Problem-Solving Methodology
- 13.3 Similarities and Differences Between Lean and Six Sigma
- 13.4 Only Lean and Only Six Sigma Systems
- 13.4.1 Lean Six Sigma
- References
- Chapter 14 Lean and Industry 4.0
- 14.1 Background and Historical Perspectives of Lean and Industry 4.0
- 14.1.1 A Brief History of Lean
- 14.1.2 The Background of Industry 4.0
- 14.2 Limitations and Supporting Roles of Lean in the Adaptability of Industry 4.0
- 14.2.1 Facilitating Factors of Lean Systems and Ideas for Adapting to Industry 4.0-Based Systems
- 14.3 Comparison of Lean and Smart Manufacturing Systems
- 14.4 Should Businesses Focus on Adaptability of Lean with Industry 4.0?
- References
- Index