Book description
This comprehensive book presents a methodology for continuous process improvement in a structured, logical, and easily understandable framework based on industry accepted tools, techniques, and practices. It begins by explaining the conditions necessary for establishing a stable and capable process and the actions required to maintain process control, while setting the stage for sustainable efficiency improvements driven by waste elimination and process flow enhancement.
This structured approach makes a clear connection between the need for a quality process to serve as the foundation for incremental efficiency improvements. This book moves beyond talking about the value contribution of tools and techniques for process control and continuous improvement by focusing on the daily work routines necessary to maintain and sustain these activities as part of a lean process and management mindset.
Part 1 discusses process quality improvement with an understanding of variation and its impact on process performance. It continues by stressing the importance of standardizing a process to achieve process stability. Once process stability is reflected in a consistent and predictable output, attention is turned to ensuring the process is capable of consistently meeting customer requirements. This series of activities sets the foundation for process control and the sustainable pursuit of efficiency improvements.
Part 2 focuses on efficiency improvement by eliminating waste while improving process flow using proven tools and methods. Although there is a clear relationship between waste elimination and process flow, these activities are discussed separately to allow those more interested in waste elimination to work independently from those looking to optimize value stream flow.
Part 3 explores the principles, practices, systems, and behaviors required to maintain process control while creating a mindset of continuous incremental improvement. It considers the role organizational structure, discipline, and accountability play as essential components for long term operational success.
This book will:
- Provide readers with a clear roadmap for establishing, achieving, and maintaining process control as the foundation upon which to pursue efficiency improvements.
- Establish direction and methods for continuous and sustainable process improvement
- Define the practices, systems, and behaviors required to realize desired results and develop a culture of process control and continuous improvement along the road to operational excellence.
Table of contents
- Cover
- Half-Title
- Title
- Copyright
- Contents
- Foreword
- Acknowledgements
- Introduction
-
PART I QUALITY IMPROVEMENT: BUILDING A FOUNDATION FOR LEAN EFFICIENCY IMPROVEMENTS
- Overview
- TQM and Six Sigma
- Key Points
-
1 Process Variation
- Understanding Process Variation
- Special and Common Cause Variation
- Total Process Variation
- Measurement System Variation
- Precision and Accuracy
- Part Variation
- Multi-Vari Analysis (MVA)
- Cause and Effect Analysis
- Control Charts
- Controlling and Reducing Process Variation
- Proactively Minimizing Variation
- Summary
- Key Points
- Bibliography
-
2 Process Standardization
- Standards
- Process Standards
- Standard Work
- Standard Work: A Basis for Control and Improvement
- Facility/Work Area Standards: 5S
- Standard Work Instructions
- Preparing for Standard Work
- Implementing Standard Work
- Preparation
- Demonstration
- Application
- Practice
- Control of Standard Work
- Why Standardized Work?
- Key Points
- References
-
3 Process Stability
- Process Stability Overview
- Assessing Process Stability
- Run Charts
- Process Fluctuation
- Lowest Repeatable Time
- Statistical Process Control Charts
- Achieving Process Stability
- Man
- Machines
- Materials (and Information)
- Method
- Environment
- Workload Balance
- Maintaining Process Stability
- Key Points
- Bibliography
-
4 Process Capability
- Process Capability Overview
- Process Inputs, Activities and Outputs
- Measurement System Capability
- Process Capability
- Step #1: Ensure Process Stability
- Step #2: Confirm Data Normality
- Step #3: Capability Analysis
- Step #4: Calculating Capability
- Step #5: Determine Next Steps
- Maintaining Process Capability
- Improving Process Capability
- Product Capability
- Key Points
- Bibliography
-
5 Process Control
- Process Control
- Deviation Management Process
- Identification
- Investigation
- Correction
- Follow-Up
- Process Control Routines
- Process Control: Tools and Techniques
- Visual Controls
- Line Information Boards
- Key Process Indicators
- Standard Work
- Control Plans
- Leader Standard Work (Work Routines)
- Layered Process Audits
- Control Charts
- Problem-Solving
- Preventive Maintenance
- Proactive Process Control
- Summary
- Key Points
- Reference
-
PART II EFFICIENCY IMPROVEMENT
- Improving Process Efficiency
- Change Management
- Opportunity Identification
- Impact Evaluation
- Implementation/Training
- Verification/Audit
- Personal Commitment to Change
- Key Points
- Reference
-
6 A Lean Mindset
- What Is Lean?
- Learning to See
- Lean Thinking and Culture
- The Lean Toolbox
- The Lean Mindset
- Continuous Process Flow [4]
- Batch versus One-Piece Flow
- Pull (vs. Push) System [4]
- Leveling the Work Schedule (Workload Leveling) [4]
- Stop to Fix Problems [4]
- Standardized Work [4]
- Proven and Reliable Technology [4]
- A3 Thinking/Reporting
- A3 Reporting: Preparation
- A3 Reporting: Presentation
- Scientific Thinking
- Simplicity
- Respect for People
- Go and See
- Key Points
- References
- 7 Lean Preparation
-
8 Waste Elimination
- What Is Waste?
- Value versus Non-Value Added
- Waste Categories
- Defects
- Overproduction
- Waiting
- Conveyance/Transport
- Over-Processing
- Excess Inventory
- Motion
- Overburden (Muri)
- Unevenness (Mura)
- Waste Metrics
- Lead Time and Cycle Time
- Throughput
- Waste Identification and Visualization
- Process Mapping (Value Analysis)
- Process Cycle Efficiency
- Yamazumi Chart
- Waste Elimination
- Jishuken Workshop
- Kaizen Events
- Definition and Planning
- Baseline Performance
- Event Execution
- Event Closure
- Toyota Kata: Improvement through Planning and Coaching
- Key Points
- References
-
9 Process Flow Improvement
- Continuous Process Flow
- The Value Stream
- Flow Disruptors
- Material Flow
- Facility Layout
- Warehouse Layout
- Material Supply/Flow to Production
- Production Line Design for Material Feed
- Production Cell Design
- Material Availability and Handling
- Assessing Process Flow
- Information Flow
- Product Flow
- Manufacturing Line Layout
- Manufacturing Line Equipment
- Line Personnel
- Improving Process Flow
- Establishing Takt Time
- Continuous Flow
- Supermarkets/FIFO
- Establish a Pacemaker Process
- Production Leveling
- Level Production Mix
- Leveling Production Volume
- Batch Size Reduction
- Value Stream Mapping (for Improvement)
- Key Points
- References
-
PART III SUSTAINABLE IMPROVEMENTS
- Overview
- The Shingo Model for Operational Excellence
- Key Points
- Bibliography
-
10 Creating a Culture of Operational Excellence (Culture, Principles, Systems, Behaviors and Results)
- Organizational Culture
- Insights of Enterprise Excellence
- Insight #1: Ideal Results Require Ideal Behaviors
- Insight #2: Purpose and Systems Drive Behaviors
- Insight #3: Principles Inform Ideal Behavior
- Guiding Principles for Operational Excellence (The Shingo Model)
- Cultural Enablers
- Lead with Humility
- Respect Every Individual
- Continuous Improvement
- Focus on Process
- Embrace Scientific Thinking
- Assure Quality at the Source
- Seek Perfection
- Pull and Flow
- Enterprise Alignment
- Create Constancy of Purpose
- Thinking Systematically
- Results
- Create Value for the Customer
- Transforming a Culture
- Strategy Deployment
- Situational Assessment
- SWOT Analysis
- Prioritization: Focuses and Challenges
- Vision Statement
- Strategic Plan Development
- Strategy Development: First-Level Strategies
- Deployment Plan: Second-Level Strategies
- Key Points
- Strategic Planning and Deployment
- References
-
11 Daily Shop Floor Management: Through Structure, Discipline and Accountability
- Preparing for Daily Shop Floor Management
- Operational Structure
- Discipline
- Accountability
- Daily Shop Floor Management
- Level 1: Reactive (Stability through Problem-Solving)
- Level 2: Control (Process Control through Deviation Management)
- Level 3: Proactive (Efficiency Improvement through Waste Elimination)
- Systems Definition
- Standardized Processes
- Daily Work Routines
- Communication
- Knowledge Sharing
- Process Management
- Process Planning
- Process Execution
- Process Monitoring
- Visual Controls
- Production Information Boards
- 4M’s Risk Awareness
- Process Layered Audits
- Line Walks
- Performance Reviews/Reporting
- Process Controls
- Standard Work
- Control Plans
- Control Charts
- Checklists
- Deviation Management
- Problem-Solving
- Issue Escalation
- Process Improvement
- Change Management
- Improvement Systems and Activities
- Idea Management
- Submission of Ideas
- Disposition of Ideas
- Acknowledgment
- Trust Curve
- Lessons Learned
- Key Points
- References
-
12 Building a Sustainable Lean Enterprise
- The Lean Enterprise
- Know What Constitutes Customer Value
- Engage in Strategic Planning
- Develop Lean Coaches
- Be a Learning Organization
- Measure Lean Progress
- Reinforce Desired Behaviors
- Continuous Improvement
- Value Stream Improvement
- Start Simple, Small, Slow and Steady
- Project Management
- A Lean Management System
- Roadmap for Efficiency and Operational Excellence
- Quality Improvement
- Process Standardization
- Process Stability
- Process Capability
- Process Control
- Efficiency Improvement
- Waste Elimination: Process
- Waste Elimination: People
- Continuous Flow
- Sustainability
- Operational Excellence
- Operational Excellence: The Secret of Success
- Lean Leadership
- The Lean Journey
- Study
- Plan
- Execute
- Navigate
- Lean Maturity
- Key Points
- References
- Appendix I: Lean Process Improvement – Overview
- Appendix II: Process Quality and Efficiency Improvement through Macro and Micro Variation Reduction
- Appendix III: Problem‑Solving Flow
- Appendix IV: Process Quality Improvement Flow
- Appendix V: Layered Process Audit (LPA) Checklist
- Appendix VI: Standardized Work Recording Chart
- Appendix VII: Source of Variation (SOV) and Variation Reduction
- Appendix VIII: Efficiency Improvement
- Appendix IX: Operations versus Lean Management
- Appendix X: Abnormality Tracker
- Appendix XI: Daily Shop Floor Management Flow
- Appendix XII: Daily Shop Floor Management Tools and Techniques
- Appendix XIII: Work Routine Management
- Appendix XIV: Process Maturity and OE Assessment
- Appendix XV: A3 Reporting Template and Description
- Index
Product information
- Title: Sustaining a Culture of Process Control and Continuous Improvement
- Author(s):
- Release date: May 2018
- Publisher(s): Productivity Press
- ISBN: 9781351582872
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