Table Of Content

Lean For Dummies®, 2nd Edition Visit www.dummies.com/cheatsheet/lean to view this book's cheat sheet. Table of Contents Introduction About This Book Conventions Used in This Book Foolish Assumptions How This Book Is Organized Part I: Lean Basics Part II: The Lean Culture Part III: Understanding Flow and the Value Stream Part IV: The Lean Toolbox Part V: The Lean Enterprise Part VI: The Part of Tens Icons Used in This Book Where to Go from Here Part I: Lean Basics Chapter 1: Defining Lean What Is Lean? The logic of Lean Where is Lean? What Lean is not What makes Lean so special? The Lean Pedigree Toyoda and Ohno The Toyota Production System Lean and the World of Continuous Improvement Six Sigma Lean Six Sigma Business Process Management (BPM) Chapter 2: The Foundation and Language of Lean Understanding Lean Basics Creating the foundation Learning from TPS Building on the foundation Waste Not, Want Not Muda, muda, muda All in the family Part II: The Lean Culture Chapter 3: Lean in the Organization: Principles, Behaviors, and Change Assessing Organizational Culture Will the real principles please stand up? Getting the culture to the starting line Measuring the gap Changing the Organization Going through the five phases of change Hurdling roadblocks to success Lean State of Mind Chapter 4: Power to the People The Human Side of Change Change and the individual Change and the team Change and the managers Chapter 5: Go Lean: Implementation Strategy, Startup, and Evolution Preparing to Go Lean Starting from the top Creating the Lean infrastructure Finding the Master and Developing the Students The Lean sensei Lean students Beginning the Journey: The Lean Rollout Minding the big picture Picking the starting point Creating awareness Avoiding program-of-the-month syndrome Measurements: The enterprise at a glance Living Lean The Lean evolution Unleashing the mindset of kaizen Facilitating with finance Now I am the master Part III: Understanding Flow and the Value Stream Chapter 6: Seeing Value through the Eyes of the Customer What Is Value? To Add Value or Not to Add Value, That Is the Question Defining value-added Defining non-value-added When non-value-added seems like value- added Understanding How the Customer Defines Value Uncovering the elusive customer Considering customer value Understanding How the Consumer Defines Value Responding to the consumer Understanding what consumers value Chapter 7: You Are Here: Mapping the Current State Introducing the Value Stream Visualizing the value stream The Fundamentals of Value-Stream Maps Map reading 101 The purpose of a value-stream map The people who use a value-stream map The elements of a value-stream map Pack Your Bags: What You’ll Need to Get Started Identifying the natural owner Gathering the crew Using mapping tools Gathering supporting information Premade gourmet salads: A value stream case study Hitting the Road: Creating the Current-State Value-Stream Map Identifying the activities Qualifying and quantifying Determining the information flow Summing Up the Process The box score Takt time Check the Chart: Validating the Value-Stream Map Chapter 8: Charting the Course: Using Value- Stream Maps Investigating the Value-Stream for Clues Rounding up the usual suspects Analyzing from different perspectives Evaluating the evidence: An analyzed example Painting a Picture of the Future Creating the ideal-state value-stream map: Long-term vision of possibilities Stepping closer to perfection: The future- state value-stream map Creating the Mosaic of Continuous Improvement: Setting the Stage for Kaizen Looking toward the annual horizon Future-state implementations Chapter 9: Flowing in the Right Direction: Lean Projects and Kaizen Kaizen: A Way of Life Kaizen: The philosophy Kaizen in action Improving the Value Stream with Kaizen Selecting projects Project methodology Individual projects Group projects Kaizen: The Workshop Planning the kaizen workshop Conducting the kaizen workshop Sustaining the kaizen-workshop gains Part IV: The Lean Toolbox Chapter 10: Customer and Value-Stream Tools Communing with the Customer Capturing the voice of the customer Understanding customer satisfaction Sizing up the competition Working with the Value Stream Quantifying the value stream On the case like Sherlock: Investigating your value stream like a detective Ahead of the Curve – Using 3P Working with Software Tools Chapter 11: Flow and Pull Tools Flow Smoothing the waters — 5S (plus one) Take one, make one Preventing blockages to flow Pull Smoothing out the bumps Signaling replenishment Changing logistics Chapter 12: Perfection Tools Beginning with Standardized Work Guiding rules for standardized work Implementing standardized work Improving with Kaizen The kaizen event Seeing with Visual-Management Tools Andon Display boards Cross-training charts Resolving issues using A3 Everyday Improvement Tools The 5 Whys The seven basic tools of quality Using Qualitative Tools Chapter 13: Management Tools Managing Strategy Hoshin: balanced planning The Balanced Scorecard Go and Observe The power of 3 Gen Gemba walks Management Information Tools Lean process facilitation software Spider charts Visualizing Processes Business Process Management software Part V: The Lean Enterprise Chapter 14: Lean within the Enterprise Lean Enterprise Management It’s a Lean, Lean, Lean, Lean world It’s All about the Customer Marketing the customer Selling the customer Servicing the customer Satisfying the Customer Through Products and Services The systems approach Hearing the voice of the customer Front-loading the engineering process Rigorous standardization — for maximum flexibility Designing for manufacture Built-in learning When the product is software Lean Production Processes Leaning Up the Support Functions Lean in human resources Lean finance and administration Lean IT Lean Supplier Management Behaving as one: The architecture of supply Binding the links Let it flow Logistics Positioning stock strategically in the chain Chapter 15: Lean across Industries Starting with What’s Common Lean Manufacturers From batch to flow Reducing inventory Kanban, just-in-time, and the pull system Volume and variety Lean in Services Commercial services vs. internal services A service is a product! The seven forms of service waste Improving services the Lean way Transactional Lean Lean in Healthcare Improving healthcare through Lean Defining waste in healthcare Lean in Government Lean in Retail Lean Everywhere Chapter 16: Real-Life Lean Improving Healthcare Laboratory queuing and workflow