Capitalizing on lean production systems to win new business : creating a lean and profitable new product portfolio /: creating a lean and profitable new product portfolio. (2013)

• Record Type: Book
• Further Information: Note: Chris Harris and Rick Harris.
• Authors: Harris, Chris, 1976-; Harris, Rick, 1953 August 2
• Contents: The Value Stream Map; Questions to Consider; Introduction; Value Stream Mapping: The Basis for Systems-Based Thinking; What Are the Three Flows, and Why Are They Relevant to New Product Planning?; Information Flow; Material Flow; People Flow; How Will the Value Stream Map Provide the Foundation for New Product Planning?; A Skeleton Value Stream Map for a Product Not Currently Produced; The Supplier Loop; The Work-in-Process Loop; The Final Assembly Loop; Wrapping Up the Skeleton Value Stream Map; Why Is the Utilization of the Skeleton Value Stream Map Important to Your Customer?; Why Is the Utilization of the Skeleton Value Stream Map Important to You?; Conclusion; Deliverable to the New Product Acquisition and Launch Portfolio from Chapter 1; ; The Plan for Every Part; Questions to Consider; Introduction; What Is a Plan for Every Part?; The Plan for Every Part; Why Is a Plan for Every Part Necessary?; PFEP as a Necessity; What Are the Inventory Levels Going to Be in the Purchased Parts Market?; The Maximum Inventory Level; Determining the Purchased Parts Buffer; Storing the Components; The Expedite Plan; Where Will These Components Be Stored?; How Are Parts Reordered Normally?; Why Is This Important to Your Customer?; Why Is This Important for You?; Deliverables to the New Product Acquisition and Launch Portfolio from Chapter 2; ; Producing the Final Product; Questions to Consider; Introduction; Where to Begin; What Factors Need to Be Considered When Setting Up the Assembly Process? Setting Up the Physical Process; Floor Space; Flexibility; Material Delivery; How Does Standardized Work Fit into the Design of the Assembly Process?; Standardized Work; Two Types of Standardized Work; Process-Level Standardized Work; Standardized Work and the Production Cell Level; Why Is This Important to Your Customer?; Why Is This Important to You?; Deliverables for the New Product Acquisition and Launch Portfolio from Chapter 3; ; Scheduling and Material Flow; Questions to Consider; Introduction; What Is the Importance of Linking Material Flow and Scheduling?; Scheduling and Material Flow; Understanding the Importance of Production Control; Scheduling a Facility; The Finished Goods Market; On-Time Component Delivery; Pull Signals; What Is the Importance of a Timed Delivery Route?; The Timed Delivery Route; Linking the Schedule, the Pull Signal, and the Timed Delivery Route; Our Example; How Long Does It Take to Get There?; How Do We Deliver the Purchased Components?; How and Who Will Design the Material Point-of-Use Delivery Rack?; How Long Will It Take to Deliver the Purchased Components?; Final Considerations; Completing the System; Recapping the Route; Why Is This Important to Your Customer?; Why Is This Important to You?; Deliverables for the New Product Acquisition and Launch Portfolio from Chapter 4; ; Machine Changeover; Questions to Consider; Introduction; If Inventory Is Waste, Why Is It Placed in the System?; The Proper Reason and Method of Inventory Handling; With Multiple Areas, Machines, and Capital Constraints in a Value Stream, How Can There Only Be One Schedule?; Scheduling at One Point in the Value Stream; Sizing the Work-in-Process Market; Calculating the EPEI; Changeover Wheel; The Production Pull Board; Sizing the WIP Market; The Production Schedule Board; Operation of the Production Schedule Board; Why Is This Important to Your Customer?; Why Is This Important to You?; Conclusion; Deliverables for the New Product Acquisition and Launch Portfolio from Chapter 5; ; Quality and Continuous Improvement; Questions to Consider; Introduction; Why Is Systems-Based Thinking Important?; Why Are Quality and Continuous Improvement Intertwined?; Continuous Improvement; Production Status Boards Layered Audits; Layered Auditing Process; The Audit Itself; Our Example; Conveying This Information to Potential Customers; Why Is This Important to Your Customer?; Why Is This Important for You?; ; Training the Production Associates to Produce the Final Product; Questions to Consider; Introduction; What Infrastructure Is Needed to Have an Effective Training Plan for New Products?; The Infrastructure; What Is a Training Matrix, and How Is It Important to Winning New Business?; The Training Matrix; Quadrant One; Quadrant Two; Quadrant Three; Quadrant Four; How Do You Develop Newly Hired Employees If They Need to Be Hired to Produce the Product?; Newly Hired Employees; Our Example; A Tour of the Facility; Why Is This Information Important to Your Customer?; Why Is This Information Important to You?; ; The Time Frame; Questions to Consider; Introduction; What Three Teams Are Needed to Effectively Launch a New Product?; The Three Teams; Team 1: PFEP and Scheduling Team; Team 2: Material Flow Team; Team 3: Production Team; What Are the Two Phases of Planning to Win New Business?; Winning New Business; What Does a New Product Launch Plan Look Like?; Launching the New Business; Production Team Implementation Plan; The Materials Team Launch Plan; The PFEP Scheduling Team Launch Plan; Bringing It All Together; Why Is This Important for Your Customer?; Why Is This Information Important to Your Suppliers?; Deliverables to the New Product Acquisition and Launch Portfolio from Chapter 8; ; Your Suppliers and Other Considerations; Introduction; Your Supply Base; Your Core Business; Workplace Organization; Absentee Rates; Future Plans; Concluding Thoughts; Why Is This Information Good for Your Customer?; Why Is This Information Important for You?; Deliverables to the New Product Acquisition and Launch Portfolio from Chapter 9; ; New Product Acquisition and Launch Portfolio; Questions to Consider; Introduction; Table of Contents; The Value Stream Map; The Plan for Every Part; Production Plan; Material Delivery Plan; Work-in-Process Plan; Management Practices; Appendix: Proposal for the Orange Product Prepared for GMH; Industries
• Publisher Details: Place of publication not identified : Productivity Press
• Publication Date: 2013
• Extent: 1 online resource (189 pages), (137 illustrations)
• Subjects: 658.503; Production planning; Materials management; Lean manufacturing; New products
• Languages: English
• ISBNs: 9781466586345; 1466586346
• 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.