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Lean For Dummies^®, 2nd Edition

Visit www.dummies.com/cheatsheet/lean to view this book's cheat sheet.

Table of Contents

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

Getting new consumers to show-up to scheduled appointments

SMED operating room turnaround

First Kaizen Experience with a Post-Merger Team

Initial conditions — before kaizen

Kaizen: People, process, and attitude

Future state — after kaizen

Lean Reduction of Call Center Attrition

Characterizing the problem

The Lean team’s solution

Part VI: The Part of Tens

Chapter 17: Ten Best Practices of Lean

Feel the Force (of the Customer), Luke

People First – and Foremost

Genchi Genbutsu

The Art of Simplicity

At a Glance

Step by Step, Inch by Inch

The (Standard) Way

Turn Over a Rock

Follow the Value Stream

The Balanced Diet

Chapter 18: Ten Pitfalls to Avoid

Shiny Objects

Why Do This? It’s Just Not For Us

Complacency

Same-Old Same-Old Senior Managers

Stuck in the Middle Again

It’s a Quick Fix!

Cherry-Picking

Playing the Shell Game

The Grease Monkeys

Beans Are Beans

Busy Bees

Chapter 19: Ten Places to Go for Help

Books and Publications

Online Information

Blog Sites

Professional Societies and Associations

Conferences and Symposia

Consultants, Facilitators, and Trainers

Lean Periodicals

Software Providers

Practitioners

Related Genres

Glossary

Cheat Sheet

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Lean For Dummies®, 2nd Edition

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Lean For Dummies^®, 2nd Edition