Ulteriori informazioni
Informationen zum Autor Productivity Development Team Klappentext Flow is a fundamental concept of lean manufacturing, and its improvement is a challenge to many organizations. After mastering basic visual tools, managers must concentrate on increasing flow. This work provides shopfloor and other lean professionals with what they need to know about how other companies are implementing and sustaining continuous flow improvement. Improving Flow: Collected Practices and Cases provides a variety of case studies taken from articles previously published in the newsletter Lean Manufacturer Advisor. The book demonstrates how to move products and services to the customer quicker while eliminating waste and improving profits. Zusammenfassung Flow is a fundamental concept of lean manufacturing, and its improvement is a challenge to many organizations. After mastering basic visual tools, managers must concentrate on increasing flow. This work provides shopfloor and other lean professionals with what they need to know about how other companies are implementing and sustaining continuous flow improvement. Improving Flow: Collected Practices and Cases provides a variety of case studies taken from articles previously published in the newsletter Lean Manufacturer Advisor . The book demonstrates how to move products and services to the customer quicker while eliminating waste and improving profits. Inhaltsverzeichnis Part I: Setting Up Cells, Chapter 1: De-Coupling and Coupling: Keys to Better Cell Design, Chapter 2: Cell Staffing Options (by Vulcan Electric), Chapter 3: Job Shop Breaks Traditional Rules with 1-Piece Flow Cells, Chapter 4: Cells on Wheels Give Company Ability to Shift Course Quickly, Chapter 5: Time to Take a Radical Step Forward, Chapter 6: Equipment Designed through 3P Makes a Small Startup Viable, Part II: Improving Flow, Chapter 7: Takt Time Can Configure a Cell, Chapter 8: You May Need Two Takt Times, Chapter 9: Reducing Scrap Paves the Way for a Big Boost in Capacity, Chapter 10: Building Out of Sequence is Expensive, Chapter 11: Ford Sees Its Future in Flexibility, Chapter 12: Building a Better Body Shop, Part III: Smoothing Production, Chapter 13: Heijunka Can Help Eliminate Production Peaks and Valleys, Chapter 14: Work Speeds Up as Operators Move, Chapter 15: Times, Not Products, Set Schedule, Chapter 16: 12-Hour Shifts Help Tire Plant Achieve Its Lean Objectives, Part IV: Shortening Changeovers, Chapter 17: What Is in Your Changeover? Probably More Than You Need, Chapter 18: SMED Doubles Parts Output for Metal Stamping Company, Chapter 19: Calculating Changeover Costs Reveals Potential for Savings, Chapter 20: Sequencing Products Leads to Least Changeover Time, Chapter 21: Success with Cardboard Duct Tape...
