A3 problem-solving approach, 97–99
ABC. See Activity-based costing
Absorption costing, 209–210
Acceptance plans, 124
Accountability, 43, 114
Achievement needs, 25
Acquired needs theory, 25
Activity-based accounting systems, 207–209
Activity-based costing (ABC), 207–209
Affiliation needs, 25
Agility
development drivers, 183
engineering approaches, 188–189
Iacocca Institute report, 182
Lean and, 198–200
manufacturing literature, 184–187
marketing management, 195–197
principles, 191
project management, 192–194
software development methods, 189–191
strategies, 196–197
supply chain management, 194–195
andon, 106
Architectural, construction, and engineering (ACE) solutions, 132–135
Authority, 43, 114
Backflush inventory costing, 211
baka-yoke, 105
Behavioral theory, 18
Benchmarking, 116
Blanc, Honoré, 8–9
Brainstorming, 116–117
Bullwhip effect, 93, 154
Butters’ law, 129
Catch ball approach, 51
Cause-and-effect diagrams, 118–119
Cellular manufacturing, 100–101
Change characteristics, 15–16
Charismatic leadership. See Transformational theory
Check sheet, 120
Cognitive ergonomics, 56
Collaborative Planning, Forecasting, and Replenishment (CPFR) pilot study, 148
Comprehensive literature reviews, 177
Compromise method, 29
Conflict, 26–27
Conflict resolution, negotiation
compromise, 29
confrontation, 29
forcing, 29
smoothing, 28
10 solution characteristics, 29–30
withdrawal, 28
Confrontation method, 29
Consumer’s risk, 123
Contingency theory, 18
Contingent variables, 18
Control chart, 121–124
Control poka-yoke, 105–106
Control theory, 25
Cost accounting, 205–207
Cost allocation, 205
Crosby, Philip, 109
Culture
agreement of shared long-term vision, goals, and strategies, 46–47
creating learning organization, 52–53
description, 45–46
ergonomics, 56–57
hansei, 50
high-performance teams, 51–52
hoshin kanri, 50–51
inherent nature, 45
metrics and rewards, 57–60
nemawashi, 51
organizational culture, 42–43
PDCA, 49–50
standardization methods for variance reduction, 47–49
team-based approach, 53–55
wellness programs, 55–56
Decoupling point, 194
Dedicated short-range communication (DSRC), 131–132
Demand leveling, 93
Directive leaders, 25
Discipline, 42–43
Discounted/net present value, 214
DSRC. See Dedicated short-range communication
Earnings before interest and taxes (EBIT), 214
Earnings before interest, taxes, depreciation, and amortization (EBITDA), 214
EBIT. See Earnings before interest and taxes
EBITDA. See Earnings before interest, taxes, depreciation, and amortization
Employee cross-training, 103–104
Enhanced environmental performance, 168
Environmental stewardship, 167–168
Ergonomics
Lean culture, 56–57
Lean practices and tools, 104
Error proofing, 104–106
Expectancy probability, 24
Expectancy theory, 24
Extrinsic motivation/motivators, 23
Facility-sustaining cost measures, 208
Financial accounting, 204
First in, first out (FIFO) process-costing method, 212–213
Fishbone diagram, 118
5 Whys, 106
Flexibility, 4, 178–181
Flowcharting, 117
Forcing method, 29
Ford, Henry, 9, 128
Forming stage, 68
Gemba walk, 97
Gender in leadership, 30
Gerwin’s flexibility, agility, and lean conceptual framework, 178
Gilbreth, Frank, 9, 128
Gilbreth, Lillian, 9, 128
Goal-setting theory, 25
Great Man theory, 17
Group rewards, 58–59
hansei, 50
heijunka, 76
heijunka box, 91–92
HF. See Hierarchical forecasting
Hierarchical forecasting (HF), 152
Hierarchy of Needs (Maslow), 23
High-performance teams, 51–52
Histogram, 118
hoshin kanri, 50–51, 69–70
House of Quality, 113
Human relations skills, 2
Imai, Masaaki, 77
Indirect costs, 206
Individual rewards, 58
Institutional power, 25
Instrumentality probability, 24
Internal organizational factors
culture of organization, 20–21
leader’s internal forces, 20
nature of problem, 21
position power, 21
subordinates’ internal forces, 22
team-based approach, 21
time pressures, 21
International Ergonomics Association, 56
Intrinsic motivation/motivators, 23
Inventoriable costs, 209
Ishikawa diagram, 118
Ishikawa, Kaoru, 118
jidoka, 104–105
Just-in-time, 141
kaizen, 1, 15, 39
kaizen events, 70
kanbans, 91–92
Key performance indicators (KPIs), 201–203
KM. See Knowledge management
Knowledge management (KM), 67
KPIs. See Key performance indicators
Kryder’s law, 129
Ladder ball approach, 51
Leadership
change characteristics, 15–16
critical leadership skills, traits, behaviors, 31–35
gender, 30
internal organizational factors, 20–22
key elements, 14
leading vs. managing, 15
Lean component, 5–6
poor behaviors, 35–36
Leagility, 194
Lean accounting, 204–205
Lean development, 7–9
Lean management
definition, 1
interdependent elements, 2
planning phases, 2–5
Lean management components
culture, 6
leadership, 5–6
practices and tools, 7
team-based approach, 7
Lean performance metrics, 201–203
Lean principles, 8
Lean supply chain management (LSCM)
description, 143–144
logistical management, 158–160
sourcing and procurement, 144, 146–147
strategies, 146
transformation, 147–158
Lean vs. agile, 198–200
LSCM. See Lean supply chain management
Machine, 119
Man, 119
Management theory. See Transactional theory
Materials, 119–120
Methods, 120
Metrics, 120
Metrics and rewards
Lean culture, 57–60
team-based approach, 71–72
Moore’s law, 129
Mother Nature, 120
Motivation/Motivators
extrinsic, 23
intrinsic, 23
Motivation theories
acquired needs theory, 25
control theory, 25
expectancy theory, 24
goal-setting theory, 25
theories X and Y, 24
two-factor theory, 24
Multiechelon supply chain, 142
National Highway Traffic Safety Administration (NHTSA), 131
Negotiation methods, conflict resolution
10 solution characteristics, 29–30
compromise, 29
confrontation, 29
forcing, 29
smoothing, 28
withdrawal, 28
nemawashi, 51
Net present value (NPV), 214
NHTSA. See National Highway Traffic Safety Administration
Nielsen’s law, 129
Norming stage, 68
NPV. See Net present value
Ohno, Taiichi, 7, 36, 63
One-touch exchange of dies (OTED), 79
Operating profit, 214
Order/batch-level cost measures, 208
Organizational culture
definition, 41
Lean component, 6
Lean culture, 42–43
suggestions, 42
Organizational ergonomics, 56
OTED. See One-touch exchange of dies
Output unit-level cost measures, 208
Over time, 25–26
Pareto chart, 118
Participative group planning process, 50–51
Participative leaders, 25
Participative theory, 17–18
Pawley, Dennis, 13
Payback period, 213
PDCA. See Plan-Do-Check-Act
Performing stage, 68
Personality traits, 18
Personal power, 25
Physical ergonomics, 56
Pitch, 90
Plan-Do-Check-Act (PDCA), 44, 49–50
poka-yoke, 105–106
Position power, 21
Positive psychology, 25–26
Postponement, 159–160
Power needs, 25
Practices and tools
A3 problem-solving approach, 97–99
andon, 106
cellular manufacturing, 100–101
employee cross-training, 103–104
ergonomics, 104
error proofing, 104–106
5 Whys, 106
jidoka, 104–105
Kaikaku events, 89
kaizen event, 89
Lean component, 7
poka-yoke, 105–106
production leveling and balancing, 90–93
single-minute exchange of dies, 78–79
spaghetti diagram, 100
standardization, 76–78
takt time, 89–90
total preventive maintenance, 102
total quality management, 106–107
value stream mapping, 79–89
visual management techniques, 93–97
wellness programs, 102–103
workplace organization, 99–100
Principled negotiation, 28
Process-based change, 43–44
Process flexibility, 4–5
Process improvement tools
benchmarking, 116
brainstorming, 116–117
cause-and-effect diagrams, 118–119
check sheet, 120
histogram, 118
Pareto chart, 118
process mapping/flowcharting, 117
scatter diagram, 120–121
6M diagram, 118–120
Process mapping, 117
Producer’s risk, 123
Product and process life cycle, 165–167
Product-costing methods, 209–210
Product flexibility, 4
Product/service-sustaining cost measures, 208
QCs. See Quality circles
QFD. See Quality function deployment
Quality circles (QCs), 70
Quality culture, 114–115
Quality function deployment (QFD), 113
Quality planning, 111
Quick changeover, 78–79
Rapid prototyping (RP), 134–135
Real-time kinematics (RTK), 130
Relationship theory. See Transformational theory
Responsibility, 43, 114
Return on capital (ROC), 213
ROC. See Return on capital
RP. See Rapid prototyping
RTK. See Real-time kinematics
Scatter diagram, 120–121
SCM. See Supply chain management
Shewhart, Walter, 121
Shingo, Shigeo, 7, 105
Single-minute exchange of dies (SMED), 78–79
Situational theory, 19
6M diagram, 118–120
SMED. See Single-minute exchange of dies
Smith, Adam, 8
Smoothing method, 28
Sorting (seiri), 99
Spaghetti diagram, 100
Stability, 15
Standardization methods, variance reduction, 47–49
Standardizing (seiketsu), 100
Standard work instructions (SWIs), 78
Statistical process control tools, 121–123
Storming stage, 68
Straightening/Setting in order (seiton), 99
Strategic quality planning, 111–113
Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis, 3
Stretch goals, 25
Subordinates’ internal forces, 22
Suggestion programs, 70–71
Supply chain framework
collaborative forecasts, 152–154
front-end partnership agreement, 151
inventory replenishment, 154
joint business planning, 151–152
sharing forecasts, 154
Supply chain management (SCM)
emergence of, 141–142
just-in-time, 141
logistical management, 143
sourcing and procurement processes, 142–143
strategies, 160–172
transformation activities, 143
Supply chain sustainability
environmental stewardship, 167–168
facility design, construction, operation, and maintenance, 168–172
product and process life cycle, 165–167
Sustainability, 5, 164
Sustaining the discipline (shitsuke), 100
Sweeping/shining/cleanliness (seiso), 100
SWIs. See Standard work instructions
Tactical quality assurance, 113–115
Takt time, 75, 89–90
Taylor, Frederick, 9, 128
Team-based approach
hoshin kanri process, 69–70
internal organizational factor, 21
kaizen events, 70
knowledge management, 67
leader’s role in developing teams, 65–67
Lean component, 7
Lean culture, 53–55
metrics and rewards, 71–72
quality circles, 70
suggestion programs, 70–71
team development and maturation process model, 67–69
team member identification and composition, 64–65
Technology capabilities
ACE solutions, 132–135
agriculture, 129–131
automotive, 131–132
entertainment, 135–136
health care, 136–137
manufacturing, warehousing, and supply chains, 137–138
10 solution negotiation characteristics, 29–30
Theory X, 24
Theory Y, 24
Three-dimensional (3D) modeling, 133
Throughput costing, 210
Total preventive maintenance (TPM), 102
Total quality management (TQM)
description, 109
distribution of process outcomes, 110
Lean practices and tools, 106–107
principles, 111
process improvement tools, 116–121
quality management, control, and improvement, 115–123
statistical process control tools, 121–124
strategic quality planning, 111–113
tactical quality assurance, 113–115
Toyoda, Kiichiro, 7
Toyoda, Sakichi, 105
TPM. See Total preventive maintenance
TQM. See Total quality management
Traditional leadership theories
additional skills, 16
behavioral theory, 18
contingency theory, 18
Great Man theory, 17
participative theory, 17–18
situational theory, 19
trait theory, 18–19
transactional theory, 19
transformational theory, 19–20
Trait theory, 18–19
Transactional theory, 19
Transformational theory, 19–20
Transformation process goals, 5
Two-factor theory, 24
Type I error, 123
Type II error, 123
UAV. See Unmanned aerial vehicle
Uncontrollable costs, 207
Unmanned aerial vehicle (UAV), 130–131
V2X technology, 131–132
Valence, 24
Value stream mapping (VSM), 79–89
Variable costing, 209
Variance reduction, standardization method, 47–49
Visual management techniques, 93–97
Volume flexibility, 4
VSM. See Value stream mapping
Warning poka-yoke, 105
Wealth of Nations, The (Smith), 9
Weighted average process-costing method, 212
Wellness programs
Lean culture, 55–56
Lean practices and tools, 102–103
Whitney, Eli, 9, 128
Win-win solution, 29
Withdrawal method, 28
Workplace organization, 99–100
World Commission on Environment and Development, 163