Research Catalog

Title

Lean manufacturing : business bottom-line based / John X. Wang.

Author

Wang, John X., 1962-

Publication

Boca Raton, FL : CRC Press, c2011.

Items in the Library & Off-site

Details

Description

xvii, 269 p. : ill.; 25 cm.

Summary

"The delivery of real bottom-line results from manufacturing improvements has proven to be much harder than expected for most companies. TQM, Zero-Defect Manufacturing, and Business Process Re-engineering have dropped off the landscape for taking much too long and failing to deliver the promised results. Lean Six Sigma is now experiencing the same fundamental difficulty. Delineating a quantitative approach, Lean Manufacturing: Business Bottom-Line Based shows you how to revitalize Lean Six Sigma by aligning it with your business' bottom line and thus delivering results that your executives, business leaders, and customers expect." "Written by an expert who has transformed product design and manufacturing at companies ranging from Maytag and Visteon to General Electric, the book demonstrates that an awareness of manufacturing business metrics is absolutely essential for every Lean manufacturing practitioner. The author has seen first-hand the limitation of traditional Lean manufacturing driven by business bottom lines. He outlines case studies linking world events and manufacturing efficiency and presents Lean manufacturing strategies and techniques designed to accelerate reponses to current and future events on the floors of the world's manufacturing facilities." "Typically, advice on Lean manufacturing comes in the form of techniques regarding a particular tool or tool-box, yet the factory floor, like everything in the global community, is profoundly driven by business bottom lines. This book presents a systematic approach to improve business bottom lines through identifying and eliminating waste, and adding value and fulfillment by flowing the product at the demand of the customer."--BOOK JACKET.

Subjects

• Cost control
• Lean manufacturing

Bibliography (note)

• Includes bibliographical references and index.

Contents

• 1. Introduction: Five Stages of Lean Manufacturing -- 1.1. Lean Manufacturing -- 1.2. Industrial Dynamics and Bullwhip Effect -- 1.3. Three Toolboxes for Lean Manufacturing -- 1.3.1. Toolbox 1: From 5S to Kanban -- 1.3.1.1. The 5S System -- 1.3.1.2. Cellular Manufacturing -- 1.3.1.3. Kaizen -- 1.3.1.4. Kanban -- 1.3.2. Toolbox 2: From Lean Metrics to Standard Rate -- 1.3.2.1. Lean Office -- 1.3.2.2. Single Minute Exchange of Die (SMED) -- 1.3.3. Toolbox 3: From Takt Time to Workflow Diagram -- 1.3.3.1. Total Productive Maintenance -- 1.3.3.2. Value Stream Mapping -- 1.4. Let's Play a "Lean" Game: Manufacturing a Gyrocopter -- 1.4.1. Materials, Tools, and Steps for Manufacturing Gyrocopter -- 1.4.2. Establish an Assembly Line for Manufacturing Gyrocopters -- 1.4.3. Develop Cost Function for Manufacturing Gyrocopters -- 1.4.4. Ground Rules and Course for Playing the Lean Manufacturing Game -- 1.4.4.1. Ground Rules -- 1.4.4.2. Course of the Game -- 1.4.4.3. End the Game -- 1.4.5. Bullwhip Effect Typical Results for Playing the Lean Manufacturing Game -- 1.5. Five Stages of Lean Manufacturing: Business Bottom-Line Based -- 2. Put Business Bottom Line First: Tranfer Function for Production Cost -- 2.1. Production Transfer Function -- 2.2. Short-Term vs. Long-Term Production Transfer Functions -- 2.2.1. Lean Manufacturing: Optimize Short-Term Production Transfer Function -- 2.2.2. Six Sigma: Optimize Long-Term Production Transfer Function -- 2.3. Short-Term Transfer Function for Production -- 2.4. Transfer Function for Marginal Cost -- 2.5. The Law of Dininishing Returns: Key to Understanding Lean Manufacturing -- 2.6. Transfer Function for Average Fixed Cost -- 2.7. Transfer Function for Average Variable Cost -- 2.8. Transfer Function for Average Total Cost -- 2.9. Transfer Function for Long-Term Cost Analysis -- 2.10. Goal Tree and Success Analysis: From Goal Setting to Successful Goal Setting -- 3. Understanding the Voice of Customers: The Essential Elements -- 3.1. Voice of Customers: Relentlessly Customer Focused -- 3.2. Voice-of-Customers Capability: Critical Elements -- 3.2.1. Top-Level Leadership and Sponsorship -- 3.2.2. Turn Voice of Custmers into Stories with Business Values -- 3.2.3. Independent but with Traction across the Organisation and Beyond -- 3.2.4. Strategic Asset Informing Policy, Strategy, Operations, and Communications -- 3.2.5. Right Level and Mix of skills and Experience in the Team and Wider Networks -- 3.3. Voice of Customer's Role and Responsibilities -- 3.4. Analyzing Voice of Customers: Law of Demand -- 3.4.1. The Law of Diminishig Marginal Utility -- 3.4.2. The Law of Eque-Marginal Utility per Dollar -- 3.4.3. Condition of Consumer Optimum: Utility Maximization -- 3.5. Maximizing Utility to Customers -- 3.5.1. Use Indifference Curve to Represent Customers' Level of Perference -- 3.5.1.1. Degree of Substitution -- 3.5.1.2. Perfect Substitution -- 3.5.1.3. Perfect Complements -- 3.5.2. Use Budget Line to Reflect Customers' Purchase Power -- 3.5.2.1. Budget Line, Consumption Possibility Line, budget Constraint -- 3.5.2.2. Budget Equation -- 3.5.2.3. Shifts of Budget Line -- 3.5.2.4. A Change in Prices -- 3.5.2.5. A Change in Income -- 3.5.2.6. Cunsumer Optimum -- 3.6. Kano Model: Integrate the Elements for Voice of Customers -- 4. Balance Production and Demand: Value Stream Mapping -- 4.1. What Are Value Stream? -- 4.2. What Is Value Stream Mapping? -- 4.3. How to Complete Value Stream Mapping -- 4.4. Guidelines for Developing Value Stream Mapping -- 4.5. Kaizen Event Analysis for Value Stream Mapping -- 4.5.1. Purpose -- 4.5.2. Benefits -- 4.5.3. Kaizen Event Analysis Guideline -- 4.6. Business Bottom-Line Analysis of Value Streams -- 4.6.1. Value Stream Measures -- 4.6.2. Traditional Product-Costing Systems: Problems with Overhead -- 4.6.3. Activity-Based Costing (ABC) -- 4.6.4. How Is Activity-Based Costing Different From Traditional Product Costing -- 5. From Lognormal to Cobb-Douglas Distribution: Lean Production Analysis -- 5.1. Technology: The Production Function -- 5.2. Long-Run Production Function -- 5.2.1. Long-Run Production Function -- 5.2.2. Short-Run Production Function -- 5.3. Three Stages of Production -- 5.4. Lognormal Distribution -- 5.5. Cobb-Douglas Production Function -- 5.6. Quantifying Additional Profit from Productivity Gains -- 5.6.1. Could Sell More Products if Produced More -- 5.6.2. Could Not Sell More Products if Produced More -- 5.7. Total Factor Productivity -- 5.7.1. Constant Returns to Scale -- 5.7.2. Assess Total Factor Productivity -- 5.7.3. New Product Development: Demands for Factor Inputs -- 6. Business Cycles and Demand Fluctuations: Time-Critical Analysis and Decision Making -- 6.1. Business Cycles and Demand Fluctuations -- 6.2. Regression Analysis: Understanding Customer Demand Statistically -- 6.2.1. Demand Forecasting on Binary Scale -- 6.2.2. Demand Forecasting on Ordinal Scale -- 6.2.3. Demand Forecasting on Count Scale -- 6.3. What Is Time Series Analysis? -- 6.3.1. Trend -- 6.3.2. Seasonal -- 6.4. Smoothing Techniques -- 6.4.1. Single Exponential Smoothing -- 6.4.2. Double Exponential Smoothing -- 6.4.3. Holt-Winters with an Additive Seasonal Term -- 6.5. Summary -- 7. How Demand Fluctuation and "Exogenous Shocks" Influence the Bottom Line -- 7.1. How to Shockproof Your Company: A Lesson from Frank Lloyd Wright -- 7.2. Business Risk Assessment -- 7.3. Risk Quadrant Chart -- 7.4. Develop a Business Risk Management Plan -- 7.4.1. Why Would You Develop a Risk Management Plan and Risk Mangement Table? -- 7.4.2. When Would You Develop a Risk Management Plan? -- 7.4.3. How Do You Develop a Risk Management Plan? -- 7.4.3.1. Step 1 Idenitify the Risks -- 7.4.3.2. Step 2 Analyze and Evaluate the Risks -- 7.4.3.3. Step 3 How Will You Manage or Treat the Risks? -- 7.4.3.4. Step 4 Monitor and Review Risks -- 7.4.4. Also Remember: Communicate and Consult -- 7.4.5. Who Is Responsible? -- 7.4.6. Who Has Ultimate Accountability? -- 7.4.7. Who Approves the Risk Management Plan? -- 7.5. Risk Assessment Matrix -- 7.5.1. Examples of Application of a Risk Assessement Matrix -- 8. Lean Production: Business Bottom-Line Based -- 8.1. Approach for Identifying Productivity Improvements -- 8.1.1. Process Flow Diagram -- 8.1.2. Inventory and Material Purchases -- 8.1.3. Cellular Manufacturing -- 8.1.4. Material Flow -- 8.1.5. Automation -- 8.1.6. Quick Changeover -- 8.1.7. Quality Control -- 8.1.8. Preventive Maintenance -- 8.2. Quantifying Additional Profit from Productivity Gains -- 8.2.1. Productivity Improvement: Could Sell More Products if Produced More -- 8.2.2. Inventory Cost: Couldn't Sell More Products if Produced More -- 8.3. Case Study of a Gyrocopter Manufacturer: Improving Profitability -- 8.3.1. Productivity Index as a Measure of Profitability -- 8.3.2. Change the Right Things -- 8.3.3. Green Manufacturing: Maintaining the Value of Gyrocopter Products -- 8.3.4. Reduce Changeover Time on the Gyrocopter Assembly Processes -- 8.3.4.1. Estimated Savings Reduce Changeover Time -- 8.3.4.2. Estimated Implementation Cost -- 8.3.4.3. Estimated Simple Payback -- 8.3.4.4. Recommendation -- 8.4. Implement Cellular Manufacturing -- 8.4.1. How to Incorporate Cellular Manufacturing -- 8.4.2. Benefits of Cellular Manufaturing -- 8.5. Example of Cellular Manufacturing: Organize Gyrocopter Production Equipment into Cells to Reduce Inventory and Process Time -- 8.5.1. Estimated Savings -- 8.5.2. Estimated Implementation Cost -- 8.5.3. Estimated Simple Payback -- 8.6. Example of Gyrocopter Manufacturing: Eliminate Intermediate Spooling Operation -- 8.6.1. Estimated Savings -- 8.6.1.1. Increased Output -- 8.6.1.2. Labor Savings --
• 8.6.1.3. Reduction of WIP Inventory -- 8.6.1.4. Other Savings -- 8.6.1.5. Total Cost Savings -- 8.6.2. Estimated Implementation Cost -- 8.6.3. Simple Payback -- 9. Manage Production and Inventory Costs -- 9.1. Theory of Constraints: "The Drum Is a Bottleneck" -- 9.2. Identifying and Exploring Constraints -- 9.3. The Five Focusing Steps and the Continuous Improvement Goal -- 9.4. The General Application of Theory of Constraints to Operations: Drum-Buffer-Rope Approach -- 9.5. Plant Types for Operations -- 9.6. The Thinking Processes for Implementing Theory of Constraints -- 9.7. Learning as Actively Addressing Constraints -- 9.8. Learning to Negotiate the Meaning of Constraints -- 9.9. Accounting Systems for Lean Manufacturing -- 9.9.1. Minimal Path Sets -- 9.9.2. Socratic Method -- 9.10. Case Study: Marion Gyrocopter Corporation (MGC) -- 9.10.1. What Is the Problem? -- 9.10.2. How Do You Know? -- 9.10.3. What Is Our Recommendation? -- 9.10.4. How to Change? -- 9.10.5. What Is Your Expected Result? -- 9.11. Conclusion about the Case Study -- 10. Kanban: Align Manufacturing Flow with Demand Pull -- 10.1. Kanban-Based Systems -- 10.2. Why Use Kanban? -- 10.3. How Kanban Works -- 10.4. The Rules for Kanban -- 10.5. Steps for Implementing Kanban -- 10.6. Types of Kanban -- 10.6.1. Dual-Card Kanban -- 10.6.2. Single-Card Kanban -- 10.7. Kanban Development -- 10.8. Kanban Design to Achieve Manufacturing System Objectives -- 10.8.1. Unit Cost Coupled with Operation-Focused Engineering -- 10.8.2. The Manufacturing System Design Decomposition -- 10.9. Kanban Card Calculation -- 10.10. Summary -- 11. Jidoka: Implement Lean Manufacturing with Automation -- 11.1. What Is Jidoka? -- 11.2. Ladder Logic: A Tool to Implement Jidoka -- 11.3. Boolean Functions for Ladder Logic -- 11.4. Implement Jidoka Using Ladder Logic -- 11.4.1. Logic Operations in Ladder Diagrams -- 11.4.2. Implementation of Ladder Diagrams -- 11.5. Additional Functionality for Manufacturing Autonomation -- 12. Pull System, One-Piece Flow, and Single Minute Exchange of Die (SMED) -- 12.1. Establish a Pull System -- 12.1.1. What Is a Push System? -- 12.1.2. What Is a Pull System? -- 12.2. Why Use Pull Systems and One-Piece Flow? -- 12.3. Overcome Barriers: Two Old Beliefs -- 12.3.1. Inventory Protects -- 12.3.2. Large Batches Reduce Changeover Time -- 12.3.3. Invetory Hides Problems -- 12.3.4. Reduce Changeover Time by Reducing Changeover Time -- 12.4. Single Minute Exchange of Die (SMED) -- 12.5. How to Implement Single Minute Exchange of Die (SMED) -- 12.5.1. Formal Method -- 12.5.2. Key Elements to Observe -- 12.5.3. Effects of Implementation -- 12.6. Case Study: Flow Management of an Integrated Circuit Packaging Work-in-Process System -- 12.6.1. Bill of Materials (BOM) -- 12.6.2. Data Mining -- 12.6.3. Computer-Integrated Manufacturing (CIM) -- 12.6.4. Semiconductor Manufacture Processes -- 12.6.5. Data Mining -- 12.6.6. Ant Colony Optimization -- 12.6.7. Run-to-Run Control -- 13. Lean Manufacturing Business Scorecards -- 13.1. What Are Lean Manufacturing Business Scorecards? -- 13.2. How Have Lean Manufacturing Business Scorecards Been Evolved? -- 13.3. Lean Manufacturing Business Scorecard for Planning and Policy Deployment -- 13.3.1. Business Plan Process -- 13.3.2. Manufacturing Councils -- 13.3.3. Policy Deployment -- 13.3.4. Marion Production System (MPS) -- 13.3.5. Total Productive Maintenance (TPM) -- 13.3.6. Manufacturing Engineering (ME) -- 13.3.7. Energy Management Efficiency Program -- 13.4. Lean Manufacturing Business Scorecards for Problem Solving and Continuous Improvement -- 13.4.1. Dashboards -- 13.4.2. Scorecards -- 13.4.3. Total Value Management (TVM) -- 13.4.4. Single Point Lessons (SPLs) -- 13.4.5. Shutdown Monitoring -- 13.4.6. Best Practice Replication -- 13.4.7. Six Sigma -- 13.4.7.1. Define -- 13.4.7.2. Measure -- 13.4.7.3. Analyze -- 13.4.7.4. Improve -- 13.4.7.5. Control -- 13.5. Building the Business Intelligence Strategy.

ISBN

• 9781420086027
• 1420086022

LCCN

• 2010005440
• 40018273821

Owning Institutions

Columbia University Libraries