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Lessons from a Lean Consultant: Avoiding Lean Implementation Failures on the Shop Floor
- By Chris A. Ortiz
- Published Mar 14, 2008 by Pearson.
Book
- Sorry, this book is no longer in print.
Description
- Copyright 2008
- Dimensions: 6" x 9"
- Pages: 208
- Edition: 1st
- Book
- ISBN-10: 0-13-158463-4
- ISBN-13: 978-0-13-158463-1
Making Lean Work: “In-the-Trenches” Help from a World-Class Expert
Lean manufacturing can improve productivity and quality, shorten lead times, reduce costs, and improve competitiveness. However, succeeding with lean is not easy. Chris A. Ortiz, one of the country’s most respected lean implementers, shows you exactly how to overcome obstacles, drive value from lean, and sustain success for the long term.
Ortiz draws on his experience leading many successful lean transitions and more than 150 kaizen events. He shows you how to prepare for a lean shop floor environment, implement best practice procedures and standards, build executive support, lead kaizen within the factory, and deal with the ups and downs you will inevitably encounter.
Forget theory: This is a step-by-step, what-to-do guide for professionals in the trenches—plant and engineering managers, lean managers and directors, Six Sigma practitioners, and working engineers.
Topics covered include
- Seven reasons lean can fail—and how to overcome them
- Establishing successful kaizen programs: champions, events, teams, goals, tracking, and scheduling
- Avoiding early stumbling blocks in data collection, waste removal, and process design
- Getting your operators and supervisors to “buy into” lean
- Training managers, engineers, and new employees
- Promoting flexibility and cross-training
- Using lean to drive growth, not just save money
- Lean leadership made simple: twelve practical techniques, five simple rules—and ten things not to do
- Sample audit, tracking, and time study forms
Sample Content
Online Sample Chapter
Case Study: How Lean Manufacturing Failed
Table of Contents
Preface xv
Acknowledgments xvii
About the Author xix
Introduction xxi
Chapter 1: Case Study: How Lean Failed 1
Gung Ho! 2
Lean Training 2
The First Kaizen Event 5
Struggling with Change 9
Raising the Bar: 5S Implementation 11
Improving Work Instructions 12
Lack of Accountability 13
The Second Kaizen Event 14
Giving Up on Lean 17
End of the Journey 19
Chapter 2: The Change Commitment 21
The Three Main Drivers of Product Success 22
The Big Picture 26
The Strategic Purpose 28
Creating Your Strategic Purpose 34
Chapter Wrap-Up 41
Chapter 3: The Lean Infrastructure: Kaizen 43
Creating the Company Kaizen Program 44
Kaizen Champion 44
Kaizen Events 46
Kaizen Steering Committee 53
Kaizen Event Tracking and Scheduling 57
Kaizen Event Communication 59
Monthly Kaizen Meeting 63
Getting Started 65
Your First Kaizen Event 67
Chapter Wrap-Up 70
Chapter 4: Early Stumbling Blocks 71
5S and the Visual Workplace 72
Time and Motion Studies 79
Waste Removal 83
Quality at the Source 87
Workstation Design 89
Chapter Wrap-Up 96
Chapter 5: Operator and Supervisor Involvement 97
Standard Work 98
How to Get Them Involved 108
Lean Manufacturing Training 111
Chapter Wrap-Up 112
Chapter 6: Lean Training Programs 113
Training Programs for New Employees 113
Cross-Training Program 121
Training Managers and Engineers 127
Chapter Wrap-Up 129
Chapter 7: Lean Manufacturing as a Growth Creator 131
Lean Goals 132
Pay-for-Skill Program 133
Number of Certifications 134
Years of Experience 134
Attendance 134
Kaizen and Kaizen Event Participation 135
Quality Errors 137
Providing Incentives for Good Ideas 139
Chapter Wrap-Up 140
Chapter 8: Lean Leadership Made Simple 141
Poor Leadership Traits 143
The Master Delegator 143
A More Congenial Leadership 145
Effective Lean Leadership 149
Chapter Wrap-Up 155
Appendix A: Quick Reference 157
The Seven Deadly Wastes 157
Key Elements of a Company Kaizen Program 158
Appendix B: Supplemental Material 159
5S Audit Form 159
5S Tracking Sheet 159
Time Study Sheet 159
Glossary 163
Index 167