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020			_a0273770500 (pbk)
020			_z9780273772309 (PDF)
020			_z9780273772316 (ePub)
035			_a(OCoLC)827954772
042			_acopycat=LC copy cataloging
050	0	0	_aHD31 _b.B754 2013
100	1		_aBrophy, Andy.
245	1	4	_aThe Financial Times guide to lean : _bhow to streamline your organisation, engage employees and create a competitive edge / _cby Andy Brophy.
246	1	4	_aLean.
260			_aHarlow, England ; _aNew York : _bPearson, _c2013.
300			_axvii, 301 p. : _bill. ; _c24 cm.
490	1		_aFinancial times guides.
504			_aIncludes bibliographical references (p. [275]-281) and index.
505	0		_aMachine 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			_aLearn 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	_aLean manufacturing.
650		0	_aIndustrial management.
650		0	_aIndustrial efficiency.
830		0	_aFinancial times guides.
908			_a150422
913			_aN
989		7	_a20230822095114.0 _a1430738153
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