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The Financial Times guide to lean : (Record no. 6567)

MARC details
000 -LEADER
fixed length control field	06008cam a2200397 a 4500
001 - CONTROL NUMBER
control field	0000025593
005 - DATE AND TIME OF LATEST TRANSACTION
control field	20230921135155.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field	130515s2013 enkm e b a001 0 eng d
010 ## - LIBRARY OF CONGRESS CONTROL NUMBER
LC control number	2012537379
015 ## - NATIONAL BIBLIOGRAPHY NUMBER
National bibliography number	GBB264305
Source	bnb
019 ## -
--	828893516
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number	9780273770503 (pbk)
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number	0273770500 (pbk)
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
Canceled/invalid ISBN	9780273772309 (PDF)
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
Canceled/invalid ISBN	9780273772316 (ePub)
035 ## - SYSTEM CONTROL NUMBER
System control number	(OCoLC)827954772
042 ## - AUTHENTICATION CODE
Authentication code	copycat=LC copy cataloging
050 00 - LIBRARY OF CONGRESS CALL NUMBER
Classification number	HD31
Item number	.B754 2013
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name	Brophy, Andy.
245 14 - TITLE STATEMENT
Title	The Financial Times guide to lean :
Remainder of title	how to streamline your organisation, engage employees and create a competitive edge /
Statement of responsibility, etc.	by Andy Brophy.
246 14 - VARYING FORM OF TITLE
Title proper/short title	Lean.
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc.	Harlow, England ;
--	New York :
Name of publisher, distributor, etc.	Pearson,
Date of publication, distribution, etc.	2013.
300 ## - PHYSICAL DESCRIPTION
Extent	xvii, 301 p. :
Other physical details	ill. ;
Dimensions	24 cm.
490 1# - SERIES STATEMENT
Series statement	Financial times guides.
504 ## - BIBLIOGRAPHY, ETC. NOTE
Bibliography, etc. note	Includes bibliographical references (p. [275]-281) and index.
505 0# - FORMATTED CONTENTS NOTE
Formatted contents note	Machine generated contents note: pt. 1 Getting started: lean orientation and diagnostic phase -- 1.Lean management -- What is Lean? -- Why Lean? -- Brief history of Lean -- Lean today -- True North Lean -- The five principles -- The Lean operating system -- First pillar: Continuous improvement -- Second pillar: Respect for people -- Hidden waste is robbing our profits -- Muda -- Muri -- Mura -- Review -- 2.Hoshin kanri strategy deployment -- Introduction -- The hoshin kanri process -- 1.Reflection on the previous year's performance -- 2.Review of the organisation's mission, vision and values -- 3.Objectives for the forthcoming year -- 4.Alignment building and action plans -- 5.X-matrix development -- 6.Implementation -- 7.Monthly evaluation -- 8.Annual evaluation -- Review -- 3.Value stream mapping -- Introduction -- What flows in value stream maps? -- Value stream mapping stages -- Case study: Outpatients' orthopaedic clinic -- Review -- pt. 2 Lean transformation practices -- 4.Lean methods and tools (part I) -- Section 1 Workplace organisation -- Introduction -- Waste (symptom) and 5S countermeasures -- How to apply 5S workplace organisation -- Sort -- Set-in-order -- Shine -- Standardise -- Sustain -- 5S review -- Section 2 Visual management -- Introduction -- Why use visual management? -- Levels of visual management -- Visual management centre (VMC) -- Operational tracking at the gemba -- Visual management review -- 5.Lean methods and tools (part II) -- Section 1 A3 problem solving -- Introduction -- Why A3? -- A3 document -- The seven basic quality tools -- Four ways of using A3s -- Categories of problems -- A3 problem-solving review -- Section 2 Standard work -- Introduction -- Standard work and job classifications -- Improving standard work -- Bringing standard work to life -- Standard work review -- 6.Lean methods and tools (part III) -- Section 1 Idea management system (IMS) -- Introduction -- Documenting ideas is crucial -- Idea metrics -- Reward and recognition -- Idea process flow -- Idea management system review -- Section 2 Kaizen events -- Introduction -- Kaizen event stages -- Pre-event preparation -- Event workshop -- Confirmation phase -- Kaizen review -- 7.Lean methods and tools (part IV) -- Section 1 Quick changeover -- Introduction -- Why quick changeover? -- Ways to implement SMED methodology -- Quick changeover review -- Section 2 Total productive maintenance (TPM) -- Introduction -- Why TPM? -- Application of TPM -- TPM improvement plan -- TPM review -- 8.Lean methods and tools (part V) -- Section 1 Kanban -- Introduction -- Why kanban? -- Types of kanban -- Culture and people implications -- Kanban rules -- Supplier kanban in a hospital setting -- Kanban review -- Section 2 Poka yoke -- Introduction -- Mistake proofing classifications -- Poka yoke review -- 9.Lean methods and tools (part VI) -- Introduction -- River and rocks analogy -- Batch size implications for flow -- A word on inventory -- The problem with traditional production scheduling using material -- Requirements planning (MRP) -- Preconditions for flow -- Family identification -- Cellular flow -- Human implications for flow -- Flow practices review -- pt. 3 Leading the the lean transformation -- 10.Developing the Lean culture -- Introduction -- The Cathedral model -- The model's foundation -- Accountability process -- Set expectations -- Recognition -- True coaching and delegation -- Constructive feedback -- Escalation -- Quantity and quality -- Review -- 11.The technical side of sustaining Lean -- Introduction -- Systems thinking -- Hoshin kanri strategy deployment -- Lean daily management system -- Sustaining Lean through problem solving -- Training within industry (TWI) -- Metrics -- Review -- 12.The people side of sustaining Lean -- Introduction -- Leadership -- Engaging people in Lean -- Oh, if only we had the luxury of time for improvement work! -- Communication -- Middle management -- A propensity for risk taking -- A rising tide should lift all boats -- Review -- 13.Putting it all together: the Lean roadmap to transformation -- Introduction -- Generic roadmap -- 1.Understand value through the eyes of your customers -- 2.Articulate the business case for Lean transformation -- 3.Lean assessment -- 4.Value stream mapping -- 5.Build leadership commitment and set expectations -- 6.Hoshin kanri strategy deployment -- 7.Management of the change plan -- 8.Pilot the Lean model area and spread plan -- 9.Build the Lean knowledge -- 10.Lean culture -- 11.Sustaining Lean -- 12.Hansei -- Review.
520 ## - SUMMARY, ETC.
Summary, etc.	Learn how to make your company more efficient, increase customer value with less work and make better use of your organisation's resources by implementing a Lean management strategy.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element	Lean manufacturing.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element	Industrial management.
650 #0 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element	Industrial efficiency.
830 #0 - SERIES ADDED ENTRY--UNIFORM TITLE
Uniform title	Financial times guides.
908 ## - PUT COMMAND PARAMETER (RLIN)
Put command parameter	150422
913 ## -
--	N
989 #7 -
--	20230822095114.0
--	1430738153

Holdings
Withdrawn status	Lost status	Damaged status	Not for loan	Home library	Current library	Date acquired	Total Checkouts	Full call number	Barcode	Date last seen	Copy number	Price effective from	Koha item type
				Chinhoyi University of Technology Libraries	Chinhoyi University of Technology Libraries	09/21/2023		HD 31 BRO	BK00460473	09/21/2023	c.037747	09/21/2023	Books