Book description:Proven methods for diagnosing problems, improving processes, and increasing profits
In Strategic Lean Mapping, continuous improvement expert Steven Borris reveals how to visually document your organization's processes and identify problematic issues. Find out how to blend and then apply select techniques from Lean Manufacturing, Theory of Constraints, RCM (Reliability-Centered Maintenance), TPM (Total Productive Maintenance), OEE (Overall Equipment Efficiency), and other methodologies to implement the perfect solution to the task at hand. Diagrams, charts, and real-world case studies help you to put the concepts presented into practice. This hands-on guide will help small companies, large global organizations, and government agencies alike find ideal solutions for individual processes or projects.
Coverage includes:
Finding improvement opportunities
The five principles of Lean
The seven wastes of Lean
The big picture map
SWOT (strengths, weaknesses, opportunities, and threats) analysis
Process mapping
Capacity mapping
Lean Manufacturing, the value-stream map, and partial value
Problem solving and decision making
Steve Borris is a manufacturing advisor and continuous improvement specialist in the science, food and drink, electronics, textile, optics, electro-mechanics, medicine, and semiconductor industries. His technical expertise includes equipment installation and maintenance, root-cause fault resolution, equipment redesign, calibration, customer support, commissioning, and training. Mr. Borris is currently with SMAS, a Scottish government agency tasked with improving the efficiencies of companies. He also is the author of Total Productive Maintenance (McGraw-Hill, 2006).
Keywords: STRATEGIC LEAN MAPPING, STEVE BORRIS, CONTINUOUS IMPROVEMENT, TECHNIQUES, CAPACITY MAP, CAPACITY BAR CHART, VALUE AND CAPACITY STREAM MAP, DECISION FLOW CHART, TURNOVER, PROFIT, LOSSES, 7 WASTES, ADAPTING, DIAGNOSE, PRODUCTIVITY, SHORT INTERVAL CONTROL, OEE, OVERALL EQUIPMENT EFFICIENCY, PERFORMANCE, QUALITY, EQUIPMENT AVAILABILITY, CULTURE, IMPROVEMENT OPPORTUNITIES, VALUE STREAM MAP, ROOT-CAUSE, CUSTOMER AUDITS, THE 5 PRINCIPLES OF LEAN, BRAINSTORMING, BIG PICTURE MAP, PLAN DO CHECK ACT, PROCESS MAPS, QUANTIFYING LOSSES, SWOT DIAGRAM, PROCESS MAP, PRODUCTION LOGS, EMPLOYEE INPUT, MATERIAL FLOW, KANBAN, MATERIALS, LEAN NOTE, INFORMATION FLOW, DATA FLOW, DATA BOXES, ON TIME, IN FULL, DELIVERIES, LEAD TIMES, . INVENTORY, STOCK POINTS, QUALITY CHECK POINTS, REWORK, SCRAP LOOPS, FUTURE STATE MAP, SOLUTIONS, PROCESS MAPPING, TEAM, PROCESS LAYOUTS, CAPACITY MAPPING. LEAN MANUFACTURING, MASS PRODUCTION, CONTINUOUS IMPROVEMENT, VALUE, FLOW, PULL, PERFECTION, TRANSPORTING, INVENTORY, MOVEMENT, WAITING, OVER-PRODUCTION, OVER-PROCESSING, DEFECTS, PROBLEM SOLVING, DECISION MAKING, EVALUATING LOSSES, IDENTIFY, PROJECT, PROBLEM, SOLVE, IMPROVEMENT TEAM, DEFINE, QUANTIFY, PLAN, SOLVE, CIRCULATE RESULTS, EMBED, SOLUTION, BRAINSTORMING, THE 5 WHYS, FISHBONE DIAGRAM, CEDAC DIAGRAM, FAULT TREE ANALYSIS, CONSEQUENCES, MINIMIZE RISKS, TOTAL PRODUCTIVE MAINTENANCE, SIX SIGMA, LEAN SIX SIGMA, LEAN SIX SIGMA USING SIGMAXL AND MINITAB, DESIGN FOR SIX SIGMA, ALL ABOUT SIX SIGMA, , DESIGN FOR SIX SIGMA FOR SERVICE, DESIGN FOR SIX SIGMA STATISTICS, JURAN INSTITUTE'S SIX SIGMA BREAKTHROUGH AND BEYOND, LEAN SIX SIGMA, LEAN SIX SIGMA DEMYSTIFIED, LEAN SIX SIGMA FOR FEDERAL SERVICES, LEAN SIX SIGMA FOR SERVICE, LEAN SIX SIGMA FOR SUPPLY CHAIN MANAGEMENT, LEAN SIX SIGMA STATISTICS, LEANING INTO SIX SIGMA, THE SIX SIGMA WAY, THE SIX SIGMA HANDBOOK, JURAN'S QUALITY HANDBOOK, THEORY OF CONSTRAINTS HANDBOOK, LEAN SIX SIGMA FOR HOSPITALS, ORLICKYS MATERIALS REQUIREMENTS PLANNING, STATISTICAL PROCESS CONTROL DEMYSTIFIED, SIX SIGMA FOR SUSTAINABILITY, SIX SIGMA BLACK BELT HANDBOOK, GREEN SUPPLY CHAIN MANAGEMENT, MINITAB DEMYSTIFIED, PERFORMANCE IMPROVEMENT FOR HEALTHCARE, STRATEGIC CONTINUOUS PROCESS IMPROVEMENT, BUILDING LEAN SUPPLY CHAINS WITH THE THEORY OF CONSTRAINTS, PROACTIVE PURCHASING IN THE SUPPLY CHAIN, QUALITY IMPROVEMENT THROUGH PLANNED EXPERIMENTATION
