Grow your factory, grow your profits : lean for small and medium-sized manufacturing enterprises /: lean for small and medium-sized manufacturing enterprises. (2014)

• Record Type: Book
• Further Information: Note: Timothy McLean.
• Authors: McLean, Timothy
• Contents: One Size Does Not Fit All; What You Will Learn in This Chapter; What Is Different about a Small to Medium-Sized Manufacturing Company?; Branach Manufacturing: The Story of a Manufacturing SME; How You Might Have Arrived at Where You Are—And How to Move Forward; What Large and SME Manufacturing Managers Can Learn from One Another; Key Points in Chapter 1; ; What Is Lean Manufacturing, and What Has It Got to Do with Small and Medium-Sized Manufacturers?; What You Will Learn in This Chapter; History and Relevancy of Lean Manufacturing; Value and Waste; Do a Waste Walk; Four Rules of the Toyota Production System; About Six Sigma; Key Points in Chapter 2; References; ; Deciding Where to Start Your Lean Journey; What You Will Learn in This Chapter; Where Not to Start; Stability First: A Perfect Excuse for Procrastination; First Decide: What Is the Problem We Need to Fix?; Getting the Key People on Board; Understanding the Barriers to Change; Selecting the First Target for Improvement; Why Work on the Most Important Value Stream First?; Key Points in Chapter 3: Deciding Where to Start Your Lean Journey; ; Make Your Product Flow: Redesign Your Process; What You Will Learn in This Chapter; Mapping Your Process with a Value Stream Map; Defining Your Product Families; Current State Mapping Tips; What Are We Going to Make?; What Is Your Finished Goods Strategy?; Can You Combine or Eliminate Processes?; How Do We Flow Products between Processes?; Creating One-Piece Flow; First-In-First-Out; If FIFO Is Not Possible, Then Pull; Controlling the Release of Work to Production; Some Tips on Value Stream Mapping; Pulling It All Together; Key Points in Chapter 4; References; ; Getting the Right Layout and Equipment; What You Will Learn in This Chapter; Don’t Start Your Future Factory Planning at a Machinery Exhibition; Planning Your New Factory: Put the Customer First; Converting the Value Stream to a Layout; Analyzing Capacity; Developing the Layout; Plant Layout Redesign Case Study: Sykes Racing; Key Points in Chapter 5; ; Developing an Organizational Structure and the Leadership to Sustain It; What You Will Learn in This Chapter; Getting Started at Developing an Organizational Structure A Value Stream Structure for Middle Management; Developing Front-Line Teams; What’s in a Name? Team Leader or Supervisor?; Recruiting the Right People; Developing People: You Cannot Recruit Your Way to Success; When Things Go Wrong: Managing Poor Performance; Key Points in Chapter 6; References; ; Measuring Success: Selecting the Right Metrics; What You Will Learn in This Chapter; Keeping Score in Real Time; What Are the Metrics in Your Business?; Select the Most Important Metrics to Focus On; Develop a Simple Measure of Production Output; Metrics for Other Functions; Delivery in Full and on Time (DIFOT): The Most Abused Metric in Manufacturing; Overall Equipment Effectiveness (OEE); Key Points in Chapter 7; ; ; What Do I Make Next? The Keys to Production Planning; What You Will Learn in This Chapter; Controlling the Release of Work to the Factory: What Goes In Must Come Out; Getting Processes Back in Balance and Keeping Them That Way; Don’t Start What You Can’t Finish; Planning Capacity; Will a Software System Improve Your Production Planning and On-Time Delivery?; What’s Wrong with Using an ERP System to Plan Production?; Case Study: Planning a Seasonal Operation: From ERP to Pull; Key Points in Chapter 8; Reference; ; What I Need When I Need It: Managing Materials; What You Will Learn in This Chapter; A Typical Material Supply Problem: How It Happens; The Old Forecast Problem; Unreliable Suppliers; Developing a Plan for Every Part; Working Out What to Order and Stock; Reorder Point Kanban Systems; Using Computerized Min-Max Systems; Ordering from the Supplier; Key Points in Chapter 9; Reference; ; Developing Your Team; What You Will Learn in This Chapter; Can You Become a "Lean Leader"?; Regularly Spend Time on the Shop Floor; Ask Why Five Times; Keeping Track of Performance: Visual Management; Meet Daily; Planning on a Page: The A3 Plan; Key Points in Chapter 10; References; ; Locking in the Gains: The Need for Standardization; What You Will Learn in This Chapter; What Is Standard Work?; Standard Work, Industrial Engineering, and Scientific Management; The First Step toward Standard Work: 5S and the Visual Workplace; Moving from 5S to Standard Work; When Things Go Wrong: Solving Problems Every Day; Key Points in Chapter 11; References; ; Resourcing the Change; What You Will Learn in This Chapter; Making a Start; Getting Help; Selecting a Lean Consultant; I Need Someone Who Understands My Industry; What about Hiring Your Own Internal Lean Consultants?; The Branach Story…Continued from Chapter 1; Conclusion; Glossary of Lean Terms; Index;
• Edition: 1st
• Publisher Details: New York : Productivity Press
• Publication Date: 2014
• Extent: 1 online resource, illustrations (black and white)
• Subjects: 658.5; Manufacturing industries -- Management; Manufacturing industries -- Management -- Case studies; Small business -- Management; Small business -- Management -- Case studies; Lean manufacturing; Lean manufacturing -- Case studies
• Languages: English
• ISBNs: 9781482255867
• Notes: Note: Description based on CIP data; item not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.