Download Lean For Dummies PDF

TitleLean For Dummies
TagsBusiness For Dummies For Dummies
File Size5.8 MB
Total Pages735
Table of Contents
                            Table of Contents
Title Page
Part I: Lean Basics
	Chapter 1: Defining Lean
	Chapter 2: The Foundation and Language of Lean
Part II: The Lean Culture
	Chapter 3: Lean in the Organization: Principles, Behaviors, and Change
	Chapter 4: Power to the People
	Chapter 5: Go Lean: Implementation Strategy, Startup, and Evolution
Part III: Understanding Flow and the Value Stream
	Chapter 6: Seeing Value through the Eyes of the Customer
	Chapter 7: You Are Here: Mapping the Current State
	Chapter 8: Charting the Course: Using Value-Stream Maps
	Chapter 9: Flowing in the Right Direction: Lean Projects and Kaizen
Part IV: The Lean Toolbox
	Chapter 10: Customer and Value-Stream Tools
	Chapter 11: Flow and Pull Tools
	Chapter 12: Perfection Tools
	Chapter 13: Management Tools
Part V: The Lean Enterprise
	Chapter 14: Lean within the Enterprise
	Chapter 15: Lean across Industries
	Chapter 16: Real-Life Lean
Part VI: The Part of Tens
	Chapter 17: Ten Best Practices of Lean
	Chapter 18: Ten Pitfalls to Avoid
	Chapter 19: Ten Places to Go for Help
Cheat Sheet
Document Text Contents
Page 2

Lean For Dummies®, 2nd
Visit to view
this book's cheat sheet.

Table of Contents


About This Book
Conventions Used in This Book
Foolish Assumptions
How This Book Is Organized

Part I: Lean Basics
Part II: The Lean Culture
Part III: Understanding Flow and the Value
Part IV: The Lean Toolbox
Part V: The Lean Enterprise
Part VI: The Part of Tens

Icons Used in This Book

Page 367

What operation has the greatest variation in cycle time
or quality performance?

Where can continuous flow happen?

Where can work cells be implemented?

Which is the pacemaker operation?

What process will be scheduled to the customer

Where will you use kanban signals?

Where do supermarkets need to be located?

What is the right lot size between processes?

What is the standard shipping quantity for the

What is the pitch?

What are the current setup times?

How can schedules be smoothed at the pacemaker

How much time, of the available hours, is being used
for production and how much is leftover for

Page 368

Answering real questions about
value-stream maps

Value-stream mapping is uniquely related to Lean. You
typically don’t encounter VSMs outside of Lean practice. If
you’re new to Lean, you’ll naturally have questions. In the
following list, we answer some frequently asked questions:

What makes a VSM so useful, as opposed to standard
process-flow diagrams? A process-flow diagram is a valuable
tool for identifying resources and interfaces, but that’s only part
of the picture. A value-stream map is a more complete process
flow — and it’s customer-centric. The value-stream map, in
one place, shows not only how material flows through the value
stream, but also the information flow, takt time, bottleneck
operations, operator location, size and type of inventories,
modes of transportation, as well as the relationship of
customers and suppliers along the whole value stream. The
value stream is much more comprehensive than a process flow

Why create an ideal-state value-stream map? Creating
an ideal-state VSM encourages you to think outside the box,
looking at the value stream with an objective viewpoint to
identify breakthrough ideas. It opens up your mind to the
possibility of dramatic innovation, sometimes referred to as

Although the main focus of Lean is in making regular,
small, incremental improvements, if you never take the time to

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go to

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