Using Hoshin Kanri to improve the value stream
Elizabeth A. Cudney.
Bok Engelsk 2009 · Electronic books.
| Utgitt | New York : : Productivity Press, , 2009.
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| Omfang | 1 online resource (162 p.)
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| Opplysninger | Description based upon print version of record.. - Front cover; Dedication; Table of Contents; Acknowledgments; Introduction; PART I: LEAN AS A COMPETITIVE STRATEGY; Chapter 1. Lean Philosophy as an Enterprise Solution; Chapter 2. Case Study: An Introduction to Carjo Manufacturing Co.; PART II: STRATEGIC THINKING; Chapter 3. Intergrating Strategic Goals; Chapter 4. Hoshin Methods; Chapter 5. Case Study: Implementing Policy Deployment at Carjo Manufacturing Co.; PART III: UNDERSTANDING VALUE; Chapter 6. The Basics of Value Stream Mapping; Chapter 7. Case Study: Creating Current-State Maps of Three Carjo Manufacturing Facilities. - Chapter 15. Mistake-Proofing (a.k.a. Poka-Yoke): Preventing Defects by Monitoring Process Conditions and Correcting Errors at the SourcePART V: PLAN AND IMPLEMENT; Chapter 16. Case Study: Daily Management and Action Plans at Carjo Manufacturing Co.; Conclusion; LEANcyclopedia Lean Glossary; Additional Resources; Index; Author; Back cover. - Chapter 8. Case Study: Identifying Improvement Opportunities at Carjo Manufacturing Co.PART IV: IMPROVE; Chapter 9. Systems Thinking and Theory of Constraints; Chapter 10. Tool Selection; Chapter 11. Using Six Sigma to Improve Quality; Chapter 12. Using 5S to Create a Clean and Manageable Work Environment; Chapter 13. Using Single-Minute Exchange of Dies to Reduce Setup Time; Chapter 14. Standard Work: Documenting the Interaction between People and Their Environment. - In Using Hoshin Kanri to Improve the Value Stream, leading lean and quality expert Elizabeth Cudney constructs a complete how-to guide that any organization can employ to start a Lean effort correctly and keep it on track. Rooted in practical examples garnered over years of hand-on practice, she illustrates the key principles of lean and value, and then shows you how to put them to work. Cudney points out that organizations often fail at improvement because they go after symptomatic problems rather than the faulty system-wide processes at the
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| ISBN | 9781420084238
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