Index

affinity diagram, 18, 19–20

baseball team, 78

bottleneck, of process, 41–43, 60

buffer management, 63–72, 68

business, 12

business organization, 73

capacity, concept of, 40–41, 43

communication

action creation through, 110

breakdowns, 112

cycle, 109–111

importance of, 103–112

lean, 104–108

standards, performance improvement, 111–112

structures, 93–96

competence, 84

coordination

horizontal, 96–98

methods, responsiveness and cost for, 92

self-direct work teams for, 99–100

vertical, 96–98

customers, 12–24

identifying, 14–16

process at post office, 34

requirements dimensions, identifying, 24

understanding, 17–19

value to, 13–16

waiting, 52

data transfer, 94–96

delighter (attractive), 22, 23

dissatisfied customer, 23

EHR. See electronic health records

electronic health records (EHR), 94

employee motivation, 82–85

empowerment

dimensions of, 84

employee, 79

training for, 80–81

flow diagram, 38, 39

Ford, Henry, 7

gembutsu, 108

header cards, 20

indifferent customer, 22–23

information and knowledge, sharing of, 6

interview data

analyzing, 19–20

validating, 20–24

inventory, 37

buffer, 65, 66, 67

build up, 45

job description, 5

Kano analysis, 21, 22, 23

leadership, 85–88

lean, 1, 7–9

communication, 104–108

company, 11–24

people and, 73

lean action, 108–109

lean managers, 6

lean operations, 81, 93, 116

lean work design, 1–9

decisions, 66

and employee empowerment, 79

people and, 75–77

requirements in, 31

Likert-type “Agree-Disagree” scale, 21

Little’s Law, 35–49

management system, 5

Ohno, Taiichi, 8

operational expense, 69

operational structure, 95

operations management, 27

operations manager, 27

organizational hierarchy, 86

organizational learning, 75

organizational structure, 89–100

communication and, 93–96

horizontal and vertical coordination, 96–98

self-directed work team, for coordination, 99–100

PDCA. See Plan-Do-Check-Act cycle

people, 73–88

lean and, 73

lean work design and, 75–77

organizational learning and, 75

perioperative services unit (POS), 89–90

physical structure, 5

Plan-Do-Check-Act (PDCA) cycle, 76–77

POS. See perioperative services unit

process, defined, 27

process flow, 27–34

process flow chart, 27–29, 31

protective capacity vs safety capacity, 59, 64

responsibility check list, 84

responsibility structure, 83

reverse customer, 23

satisfier (one dimensional), 22

SDCA. See Standard-Do-Check-Act (SDCA) cycle

SDWT. See self-directed work teams

self-determination, 84

self-directed work teams (SDWT), 99–100

sense of impact, 84

Shingo Prize for Operational Excellence, 1

Shingo, Shigeo, 1

SIPOC. See Supplier of Input for Processes for Output to Customers

specialized decisions, 89

Standard-Do-Check-Act (SDCA) cycle, 76–77

stand in line activity, 38

strategic fit, concept of, 15

Supplier of Input for Processes for Output to Customers (SIPOC), 28, 29

tampering, 108

Total Productive Maintenance (TPM), 110

Toyota, 8

Toyota Production System (TPS), 1

transfer vs production batches, 46–47

two stage process, 33, 44, 45

unbalanced flow line, 65

variance

assignable vs common, 53–54

definition of, 51

effects, in system, 51–61

interaction of, 54–59

throughput, protecting from, 59–61

and utilization, 54–59

VOC. See voice of the customer

voice of the customer (VOC), 16–19

waiting time, 37

WIP. See work-in-process

WIP Limit (WIP Cap), 43–46

work design, 1

decisions of, 2

of Eis-Sahne Ice Cream Shop, 5, 30

work-in-process (WIP), 30, 35–36, 38, 40, 55–59

work instructions, 5–6