Applied Lean Business Transformation: A Complete Project Management Approach

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J. Ross Publishing, Sep 15, 2011 - Business & Economics - 520 pages
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The advertised benefits and those being touted from numerous Lean factories today are just too great to ignore. Not only can companies save time and money and increase market share, but they can achieve product differentiation from their competitors, which is the single best reason for implementing Lean. Applied Lean Business Transformation was written for manufacturers who have taken the initiative to implement a Lean operating system but haven't achieved the expected results, and for those convinced of the benefits of Lean but don't know how to go about achieving a successful Lean transformation. Often, fear of a new system causes a guarded, conservative, safe, minimum to low risk approach to be taken. An approach to business transformation so safe that no traditional systems are challenged will no doubt result in few benefits being achieved. Applied Lean Business Transformation is presented in three parts. Part One explains the decision-making process for determining whether a Lean business transformation is a good solution for your enterprise. Part Two explains the mechanics of the Lean transformation process. Part Three discusses the need to change goals to support the Lean operating system with new performance measurements to re-enforce Lean throughout the enterprise. This unique guide also includes the means for estimating realistic operational benefits, return on investment, and potential increased product or service market share. 

Key Features

--Supplies the decision-making tools for determining whether the transformation to a Lean operating system is a good solution for an organization compared with their current system or alternative strategies 

--Provides a series of objective, scientific and mathematically modeled practical techniques presented in chronological order so that a Lean transformation can be implemented throughout an enterprise and its supply chains using good project management practices without the aid of a consultant 

--Explains why many organizations are achieving only modest results from their Lean efforts and what they need to do to achieve truly great ones

 

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Contents

THE APPLIED LEAN BUSINESS TRANSFORMATIONBEFORE AND AFTER
3
THE LEAN OPERATING SYSTEM A DIFFERENT WAY OF THINKING
51
THE LEAN OPERATING SYSTEM IDENTIFYING THE BENEFITS
89
A LEAN BUSINESS TRANSFORMATION IS NOT A GRASS ROOTS PROJECTIT MUST BE LED
115
PART II TRANSFORMING THE BUSINES
137
THE COMPANY MAKING THE TRANSFORMATION TO A LEAN OPERATING SYSTEM
139
THE LEAN LINE IDENTIFYING THE MANUFACTURING PROCESSES
167
THE LEAN LINE RESOURCES LINE DESIGN AND MANAGEMENT
215
THE KANBAN SYSTEM A COMPONENT MATERIALS STRATEGY
275
THE KANBAN SYSTEM CONSIDERATIONS FOR OPERATING THE SYSTEM
329
PART III EXPANDING APPLIED LEAN TECHNOLOGY THROUGHOUT THE ENTERPRISE
367
BEGINNING THE OPERATION OF A LEAN LINE
369
TAKING LEAN TECHNOLOGY TO THE NEXT LEVEL
413
LEAN ACROSS THE ENTERPRISE
437
Index
469
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About the author (2011)

Dennis Hobbs has nearly 40 years of line and staff experience including 20 years in materials and operations management in both the pharmaceutical and electro-mechanical manufacturing industries. He led project teams in the implementation of two different MRP systems and was subsequently responsible for the daily operation of those systems. During the last half of his career, Mr. Hobbs has concentrated on consulting and education of Lean manufacturing systems. Since 1994, he has trained over 2500 manufacturing professionals at all organizational levels in the methodologies of Lean manufacturing. Mr. Hobbs has spoken at several APICS annual conferences and numerous local chapter meetings. In addition to the US, he has presented his Lean Manufacturing Implementation workshop in New Zealand, Australia, China, Thailand, Malaysia, Singapore, Indonesia, Philippines, Egypt, Jordan, UAE, Bahrain and Belarus. He has also completed lean manufacturing consulting engagements in the US, Mid-East, Pacific Rim, and Europe. This is his second book on the subject of lean. The first book, Lean Manufacturing Implementation, A Complete Execution Manual for any Size Manufacturer, was published in 2003 and is a best seller.