This that follows are titles that concentrate solely on the lean side of the equation. Their primary interest is how to increase the efficiency of your operations so that the workflow is accelerated.
Getting to Lean Self Published 2013 (Lawrence Miller)
Getting to Lean is a guide to transformational change. It is about creating the future. It provides a process for significant and large scale change in culture and capabilities to build a sustainable lean enterprise. Getting to Lean presents whole-system architecture which engages stakeholders in aligning the systems and structures of the organization toward a common purpose. Many change efforts separate lean management into its component parts, and like organs removed from the body, they are not sustainable. Systems that are whole and aligned are sustainable. This book is a guide to creating sustainable change. Getting to Lean presents the practical lessons the author has learned from more than one hundred whole-system change efforts. It addresses the technical system (work process), the social system, and the economic system, which must all be aligned to principles and to the strategy of the enterprise. It is not just about problem solving, it is a systematic plan for creating the architecture of the lean organization.
Lean Culture Self Published 2011 (Lawrence Miller)
Lean Culture – The Leader’s Guide provides a roadmap to implementing lean culture within your organization. This guide represents the knowledge gained through thirty-five years of field experience implementing large scale change in the culture of organizations. This guide presents the principles and process of changing organization culture to capitalize on the competitive advantages of lean. Lean culture is a lot more than the tools and techniques of lean. It is the framework of values, daily habits and relationships within which those techniques can succeed and be sustained. Without the support of the culture, the techniques often fail. The sustainable value is in the culture and management process in which continuous improvement becomes a daily habit at every level. The purpose of this book is to help you build this culture. The Leader’s Guide will show you how to… … Instill the habits, values and management process of daily life in a lean organization. …Engage all members of the organization, from top-to-bottom, in a consistent and organized process of improvement. …Be the change! Model the behavior you expect from others. …Align systems, structure, skills, style and symbols to the new culture.
Lean Thinking Free Press 1999 (James Womack and Daniel Jones)
The authors begin by summarizing the five inherent principles in any lean system:
- Correctly specify value so you are providing what the customer actually wants
- Identify the value stream for each product family and remove the wasted steps that don’t create value but do create muda (waste)
- Make the remaining value-creating steps flow continuously to drastically shorten throughput times
- Allow the customer to pull value from your rapid-response value streams as needed (rather than pushing products toward the customer on the basis of forecasts)
- Never relax until you reach perfection, which is the delivery of pure value instantaneously with zero muda. (The first part of Lean Thinking devotes a chapter to each of these principles.)
In the second part, the authors describe in detail how managers in a wide range of companies and industries – small, medium and large, North American, European, and Japanese – transformed their business by applying the principlesof lean thinking. Chapters are devoted to Pratt & Whitney, Wiremold and Lantech in North America, Porsche in Germany, and Showa Manufacturing in Japan. Based on these cases and many others as well, the authors summarize in the last part of Lean Thinking the necessary steps in the necessary sequence to apply lean thinking successfully in your business. They pay special attention to the need to map product-family value streams at the outset in order to identify the most important areas for improvement and to avoid wasted effort on activities that may be technically challenging but which are of little importance to your business. Lean Thinking has sold more than 300,000 copies in the English language hardcover version alone because it’s an indispensable companion for every manager making the lean journey
Fast Track to Waste-Free Manufacturing Productivity Press 1999 (John Davis)
Manufacturing in the United States is currently undergoing a major transition, yet large numbers of manufacturers simply do not recognize what it is all about. Many still operate under out dated manufacturing practices and do not see that the enemy is not the competition, but rather their own system of production. Batch, or mass manufacturing is still the preferred system of production for most U.S.-based industry. But to survive, let alone become globally competitive, companies will have to put aside their old mass manufacturing paradigms and completely change their entire production system. WFM will give you step-by-step directions to making rapid, lasting changes. Davis has created 4 new drivers of WFM and has linked them so you know what order to do them in and when it is time to move to the next driver. He covers nearly every aspect of the lean revolution and provides essential tools and techniques you will need to implement WFM. He also addresses the critical management issues that will arise in any plant that is striving to be world class. Drawing from more than 30 years of manufacturing experience, John Davis gives you tools and techniques for eliminating anything that cannot be clearly established as value added. WFM is not a theory. It is a proven process, and one the author has successfully implemented. He shares with you from his own experiences in guiding manufacturers through this process. Davis fully details the journey of a factory that moved from mass to waste-free manufacturing in a matter of 24 months. This factory was nationally recognized by wall street analysts as an effective manufacturing model. You get to sit in on their meetings and learn from their triumphs and failures. So hold on to your hat, because you are about to learn how to do what most in the field of world class manufacturing tell you isn’t possible: to rapidly deploy WFM and change the system of production. Filled with checklists, an ongoing case study and, most important, strategies that will work, Fast Track to Waste-Free Manufacturing: Straight Talk from a Plant Manager will provide you with the principles and methodology for WFM and a road map for its implementation. All you need is the will, the focus, and a sense of urgency about the future of U.S. manufacturing. If you are a plant manager, foreman, supervisor, or executive who wants to quickly transform your factory into a world class manufacturer, Mr. Davis’ WFM methodology is “must reading.”
Lean Speak Productivity Press 2002 (Mary Junewick)
This dictionary, specific to lean business processes, contains over 500 terms used in lean management and manufacturing. Easy to access, accurate, and comprehensive, LeanSpeak will become the desktop tool of choice for lean manufacturing practitioners, from the shop floor to the corner office
Lean Business Drivers Shady Brook Press 2012 (Ronald Buckley)
The Authors describe how to create a very efficient money-making organization to survive and thrive in today’s tough business environment by becoming a ‘World Class” Organization. In today’s fast-paced rapidly changing business environment your Company can no longer just count on the Business Leader or even the Leadership Team to manage the business. You must involve all your employees in the success of your Company. Your van driver is no longer just a driver. He or she must come to work every day seeking better ways to do his or her job. Every employee must be aware of the processes they use to execute their duties and continually be searching for ways to do their job better-error free. Continually improve or perish. You must create a very efficient money-making organization to survive. This means you must be able to compete with the best of companies. You do this by becoming a “World Class” Organization. By that I mean you must deliver the highest quality services and products at the lowest possible cost when your Customer wants them – no sooner or later. Quality, price and delivery, this is what we all want when we buy goods and services. To be “World Class” you must optimize all the productive resources at your disposal. The talent-your employees, the equipment-your business systems employed properly and materials that meets or exceeds your Customers’ requirements. Quality levels approaching Six Sigma (3.4 failures per million opportunities) with an ultimate goal of zero defects in everything you do-failures and errors virtually eliminated. Cost reduction becomes part of the culture-credits and refunds must be kept near zero. Keeping Customer commitments all the time, which includes delivering when your Customer wants you to. This is where your business must be. The Lean drivers described in this book are the tools you will use to build your Lean organization. What we are trying to do here is to encourage the use of the tools that virtually any company – big or small – can afford and can put to good use in short order. The idea is to pay for the cost of the implementation as it is being implemented and then some. A return on your investment should come immediately after you put the tools to work in your business. The Lean drivers are Mistake Proofing; Self-Directed Cross Functional Teams; The Workout Process; Flexibility; Succession Planning and Expense Control. Inherent in all of these tools are the elements of employee motivation and empowerment. Anyone of these tools can be used separately but taken together they will enable you to build a very lean money-making business.