Lean Thinking
Page 43
movement of, 15 , 182 –83
overtime by, 81
productivity of, 26 , 27 , 28 , 64 –65, 80 , 90 , 118 , 137 , 148 , 173 , 175 , 197 , 198 , 212 –13, 222 , 224 , 239 , 262 –63, 270 , 295
relocation of, 59 , 135 –36
rotation of, 122
seniority of, 172 , 179
skills of, 116 , 120 , 122 , 132 , 135 –36, 187 , 207 , 215 , 216 –17, 268 , 279
suggestions by, 199 –200
turnover of, 116
wages of, 63 , 64 , 116 , 125 , 137 , 144 , 150 , 262 –63, 268 , 270
encapsulation, 93 , 176 , 177 , 179
engineering, 10 , 17 , 19 , 31 , 32 , 154 –55, 213 –14, 279 , 280 , 284
engines, aircraft, 20 , 26 , 151 –52, 154 –88, 225 , 305 –9, 364 n , 365 n –66 n , 367 n
enterprise, lean, 241 , 271 , 275 –85
batch-and-queue mode vs., 278
careers and, 275 , 278 –79, 284
“cold war” in, 276 –78, 280
cost reduction in, 276 , 277 , 280 , 281 –82
definition of, 276
flow in, 276 , 285
functions in, 256 –57, 279 –80
in German industry, 281 , 282 –83, 284
in Japanese industry, 281 , 283 –84
JIT system used in, 280
job security and, 275 , 280
management in, 275 , 276 , 282
muda eliminated in, 276 , 277 , 279 , 280 , 285
as organizational mechanism, 20 –21
pull in, 276 , 285
quality control in, 280
role of firm in, 280 –81
self-perpetuation of, 279
suppliers in, 277 , 280 , 282
transparency in, 276
trust in, 277
in U.S. industry, 281 , 282
value stream in, 275 , 277 , 278 , 281 , 283 , 285
see also lean thinking; production, lean
environmental issues, 176 , 179
F-15 fighter plane, 160
F-16 fighter plane, 160 , 30 6
F-22 fighter plane, 306
F-35 fighter plane, 306 , 373 n
F-100 engine, 160 , 162
factories:
automation in, 28 , 56 , 60 , 217 , 230 –31, 232 , 239 –41, 243 , 244 , 245 , 268 , 283
“focused,” 63 , 164
location of, 63 –64
Ferrari, 267 , 373 n
Ferro, Jose, 340
“fill rate,” 74
financial statements, 136 , 138
Finland, 373 n
“fire fighting,” 114
Fiume, Orrie, 126 , 127 , 136
five Ss, 61 , 348 , 361 n
five whys, 348
flexibility (changeover time), 318 –20, 323
Flex-N-Gate, 68 , 71
flow, 50 –66
action plan for, 250 , 254 , 255 , 258 , 264 , 316 –22
continuous, 10 , 21 –24, 25 , 26 , 27 , 49 , 50 –66, 95 , 103 , 105 , 106 , 108 , 111 –12, 125 , 127 , 134 , 146 , 217 , 242 , 276 , 285
definition of, 348 , 349
departmentalization vs., 10 , 21 , 23 , 24 , 53 , 56 , 112
general case of, 23 , 281
implementation of, 52 –66, 126 , 135 –36, 139
management and, 52 , 53 , 54 , 60
mapping of, 57 , 60 , 62 , 315
muda and, 21 , 56 , 58 , 60 , 61 , 62 , 66
for order processing, 54 –56, 58
perfection and, 65 –66, 94
quality in, 60 –61
as single-piece flow, 60 , 62 , 64 , 112 , 115 , 119 , 128 , 139 , 148 , 173 , 222 , 259 , 304 –5, 314 , 347 , 348 , 352
small-lot production in, 23 , 24 , 52 , 69 –71, 72 , 145
special case of, 22 –23
transparency in, 56 , 61
of work, 64 –66, 78 –79, 120 , 122 –23
food production and distribution, 37 –49, 286 , 290 –91
Ford, Henry, 22 –23, 51 , 258
Ford Explorer, 373 n
Ford Motor Company, 74 , 213 , 242 , 301
Ford Taurus, 213
Ford Tri-motor transport, 155
Freudenberg-NOK General Partnership (FNGP), 90 –91, 210 , 223 , 226 , 248 , 259 , 338
pursuing perfection at, 323 –26
“From Lean Production to the Lean Enterprise” (Womack and Jones), 275 n
Fukuoka Chamber of Commerce, 221
Future State, 318 –20, 321 , 323 , 328 –30
General Electric, 112 , 127 , 152 , 159 , 161 , 162 , 163 , 169 , 175 , 180 , 306
“generalist engineer” problem, 279
General Motors, 12 , 49 , 74 , 162 , 170 , 171 , 277 , 300 , 301 , 302 , 373 n
General Motors Institute, 170
Germany:
automobile industry in, 189 –218, 302 –4, 373 n
competition from, 214 , 215 , 216 –17, 218
industrial traditions of, 191 , 192 , 214 –18
labor unions in, 198 , 199 , 202 , 206 , 216 –17, 283
lean enterprise in, 281 , 282 –83, 284
lean production in, 189 –218
lean thinking in, 16 –17, 19 , 101 , 188
living standards in, 217 –18
“technik” in, 178 , 189 , 214 –18
Giannattasio, Frank, 132 , 139
glass, 91 –93, 94 , 241 , 259
Gleick, James, 87
glossary, 347 –53
Glyco, 197
“greenfield” plants, 10 , 28 , 217 , 347 , 34 8
grinding systems, 26 , 60 , 176 –80, 367 n , 369 n
gruppen meisters (work group leaders), 193 , 199
guide vanes, 174 , 175
Harley-Davidson, 167 –68
Harris, Rick, 375 n
Hauni-Blohm blade grinding centers, 176 –78
“head of the fish” system, 180
health care, 50 , 51 , 286 , 289 –90
health maintenance organizations, 290
heijunka (level scheduling), 10 , 58 , 70 , 81 –82, 139 , 186 , 235 , 254 , 256 , 259 , 262 , 319 , 348 , 351
Hennessy Industries, 111 , 112 , 130
Hetzer, Fred, 163
Hicks, Ron, 111 –12, 115 , 116 , 130
Hines, Peter, 241 , 371 n –72 n
Hitachi, 181
Hobbs, L. S., 157 –58
Hollerith machines, 157
homebuilding industry, 29 –31, 51 , 291 –92
Honda, 242 , 251
Horner, H. Mansfield, 366 n
Hornet engine, 155
hoshin kanri (policy deployment), 94 –98, 261 –62, 349 , 351
hot lists, 75 , 106 –7, 220
House of Quality concept, 141
hubs, airline, 18 –19, 20 , 175 , 287 , 288 , 356 n
Hurst, David, 371 n
IBM, 162 , 250
Ideal State, 331 –32
Imai, Masaaki, 128 , 198
information management, value-stream mapping and, 316 –20
information management task, 19
information technology, 310 , 327
injuries, job-related, 27 , 149
Integrated Product Development (IPD), 165 , 166
International Association of Machinists, 158 , 172 –73
International Brotherhood of Electrical Workers, 125
Inter Turbine, 175
inventories:
action plan for, 250 , 271
as assets, 60
business cycles and, 88
carrying costs for, 67 , 76 , 146
cash flow and, 137 –38, 143 , 146 –47
computerized, 45 –46
forecasts for, 84
in-process, 71 , 136 , 138 , 183 , 210 , 222
lean distribution of, 74 –82
muda in, 15 , 146 –47
perpetual, 45
production and, 57 –58, 67 –68, 72 –74, 110 , 114 , 115 , 138
reduction of, 24 , 27 , 45 , 86 –87, 88 , 114 , 126 , 137 –40, 146 –47, 150 , 318
shipping costs for, 68 , 73 , 74 , 76 , 81
stocking systems for, 42 , 45 , 67 –68, 72 –82
warehouses for, 39 , 42 , 43 , 44 , 64 , 68 , 72 –87
inventors, 102 –3, 108 , 124
inventory turns, 310 –12
investment:
capital, 94 , 152 , 179 , 222 , 230 , 252 , 257 –58, 295
in equipment, 60 , 61 , 85 , 121
return on, 24 , 270 , 277
Ito, Yuzuru, 181 –82, 183 , 184 , 249 , 257 , 374 n
Iwata, Yoshiki, 128 –30, 134 , 169 , 201 , 221 , 257 , 338 , 374 n
Jacobs Brake Company, 111 –12, 128 –30, 171
Jacobs Chuck Company, 129 , 169
Jaguar, 373 n
Japan:
automobile industry in, 85 –86, 197 –98, 200 , 211 , 222 , 242 , 300 –302, 336 , 373 n , 374 n
economy of, 27 , 80 , 191 , 225 , 229 , 238 , 244 , 245 , 246 , 331
lean enterprise in, 281 , 283 –84
lean production in, 219 –46
lean thinking in, 9 , 17 , 64 , 88 , 218 , 230 , 242 , 245 –46
U.S. occupation of, 233 , 235
vertical integration in, 235 , 284
jidoka (autonomation), 231 , 347 , 349 , 360 n –61 n
Jones, Daniel, 374 n
Just-in-Time (JIT) system, 37 , 47 , 58 –59, 70 , 88 , 126 –27, 139 , 144 , 145 , 149 , 179 , 207 , 208 –9, 223 , 231 , 234 , 236 , 250
just-on-time concept, 349
kaikaku (radical improvement), 23 , 27 , 35 , 61 , 91 –93, 94 , 112 , 139 , 142 , 168 , 183 , 202 , 222 , 226 , 247 , 248 , 254 , 255 , 262 , 265 , 270 , 349
kaizen (continuous incremental improvement), 23 , 35 , 79 , 85 , 90 –91, 94 , 116 , 117 , 119 , 122 , 128 –30, 134 , 139 , 140 , 142 , 144 –45, 169 , 182 , 183 , 202 , 205 , 207 , 214 , 226 –27, 230 , 240 , 248 , 262 , 268 , 315 , 318 , 319 , 349 , 374 n
Kaizen (Imai), 128
“kamikaze kaizen ,” 315
Kamiya, Shotaro, 235 , 237
kanban (signal card) system, 70 , 203 –4, 232 , 236 , 319 , 349 , 351
Kawabe, Takeshi, 219 , 222 –24, 226
Keiper Recaro, 208
keiretsu (vertical integration), 21 , 150 n , 284 , 349
Kessler, Manfred, 202 –3, 208
Khan, Shahid, 68 –72, 74
Koenigsaecker, George, 128 , 129 , 247 n , 249 , 338
Korean War, 164 , 234
Krapek, Karl, 152 , 170 –73, 184 , 248 , 313
Lamborghini, 373 n
Lancaster, Jim, 123
Lancaster, Pat, 102 –3, 106 , 107 , 108 –9, 110 , 112 , 115 –16, 118 –19, 123 , 124 , 247 , 304 –5, 313 , 322
Land Rover, 373 n
Lantech, 102 –24
batch-and-queue mode used by, 103 –4, 106 , 107 , 108 , 112 , 115 , 117 , 119 , 120 , 121 , 123
box score of, 121
competition of, 103 , 108 –9, 119 , 267
computerized scheduling used by, 106 , 110 –11, 117 , 121
cost reductions by, 109 , 117
customer satisfaction with, 105 , 106 , 107 , 118 , 121 , 123
customization by, 104 –5, 106 , 107 , 118
delivery times for, 106 –7, 108 , 114 , 115 , 117 –18
departments of, 103 , 104 , 105 , 106 , 107 , 110 , 112 , 155
engineering in, 103 , 105 , 107 –8, 110 , 120
final assembly in, 103 –4, 113
H Line of, 115
lean production in, 103 , 111 –24, 128 , 188 , 217 , 226 , 261
lean thinking in capital goods at, 304 –5
management of, 109 , 112 , 210 , 321
muda eliminated by, 112 , 122
order processing by, 104 –7, 112 , 113 –14, 117 –18, 122
pricing by, 104 –5, 109 , 110 , 111 , 115 , 117
product development by, 102 , 110 , 112 , 118 –21, 228 , 304 –5
production layout of, 104 , 105 , 108 , 113 , 116 , 118 , 120
Q Line of, 112 –14
quality control by, 108 –9
sales of, 104 –5, 106 , 110 , 111 , 115 , 117 , 121 , 259 , 305
single-piece-flow manufacturing of, 304 –5
S Line of, 120
value stream manager at, 321 –22
lean enterprise, see enterprise, lean
Lean Enterprise Institute, 339 –40
Lean Enterprise Research Centre, 47 , 200 , 241 , 339 , 357 n
Lean Enterprise Summits, 297 –98
“Lean Production—The Challenge of Multi-Dimensional Change” (Koenigsaecker), 247 n
lean thinking:
bottom-up approach to, 10 , 268 –69, 270
competition and, 49
as counterintuitive, 23 , 28 , 134 , 233 , 234
economic impact of, 27 –28
efficiency and, 15 , 16 , 18 –19, 21 –22, 34 , 50 –51, 52 , 289
evidence of economy-wide embrace of, 309 –12
function for, 95 –96, 139 , 223 , 256 –57, 263 , 270
in Germany, 16 –17, 19 , 101 , 188
glossary for, 347 –53
hierarchical organization vs., 132 –33
inertia vs., 97 –98
in Japan, 9 , 17 , 64 , 88 , 218 , 230 , 242 , 245 –46
management and, 10 , 19 , 94 –98, 101 , 132 , 139 , 141 –42, 147 –48, 168 , 173 –74
network for, 338 –39
performance leaps and, 10 –11, 27 , 269 –71
principles of, 10 , 15 –98, 101
research on, 11 –12
steady advance of, 299 –312
sudden insight into, 28 , 111 –12, 127 , 130 , 170 , 181
timetables for, 95 , 270
see also enterprise, lean; production, lean
Learning to See (Rother and Shook), 327 , 374 n , 375 n
Legrand S.A., 299
Lockheed Super Constellation aircraft, 159
logistic innovations, 310
Lorenz, Edward, 87
machines:
changeover of, 41 , 44 , 56 –57, 58 , 61 , 69 –70, 85 , 106 , 114 , 126 , 143 , 149 , 177 , 178 –79, 222 , 232 , 265 , 348
design of, 56 , 141 –42, 286
disaggregation of, 112
large vs. small, 62
maintenance of, 115 , 126 , 232
monitoring of, 44 , 60 –61, 168 , 176 , 177 , 178 , 206 , 231 –32, 350 –51
as “monuments,” 175 –76, 179 , 215 , 261 , 265 , 350 , 351
noise of, 59 , 63
processing by, 38 –44
relocation of, 112 –15, 117 , 128 –30, 135 , 168 , 175 –76, 183 , 201 –2, 260
right-sized, 23 , 25 , 60 , 93 , 114 , 123 , 256 , 261 , 265 , 270 , 280 , 350 , 351
spread of, 56 , 63
Machine That Changed the World, The (Womack and Jones), 9 –10, 48 , 197 , 238 –39, 339
management:
action plan for, 248 , 250 , 256 , 257 , 259 –61, 264 , 268 –69, 314 , 315 , 323 , 327 , 328 –31
cross-functional, 155 , 163 , 165
flow and, 52 , 53 , 54 , 60
as fractal, 322
“heavyweight” program, 53 –54
information, 19
in lean enterprise, 275 , 276 , 282
lean thinking and, 10 , 19 , 94 –98, 101 , 132 , 139 , 141 –42, 147 –48, 168 , 173 –74
in mass production, 10 , 16 , 17 –18, 44 , 53 –54, 141 –42, 147 –48, 173 –74
mind-set of, 16 , 17 –18
open-book, 26 , 294 , 350
of product line, 321 –2 2
program, 156
of value stream, 321 –22, 323
Manufacturing Resource Planning (MRP II), 350
margin squeezing, 327
market:
change in, 122
core, 150
niche in, 147 , 175 , 195 , 197 , 198 , 202 , 211 , 217 , 267
recovery of, 115
regional, 17 , 245 –46, 372 n
segment retreats in, 211 , 214
share of, 47 , 115 , 121 , 126 , 149
, 151 , 259
stagnation of, 87 –88, 150
Material Requirements Planning (MRP), 57 , 63 , 85 , 88 , 106 , 110 –11, 117 , 126 , 135 , 142 , 143 , 164 , 182 , 184 , 232 , 290 , 317 , 319 , 350 , 360 n , 363 n
math, lean, 334 –35
Matsushita, 181 –82, 249
Max-Flex production method, 110 , 144
Maynard, Steve, 31 –32, 140 –42
Mazda, 242
meisters (foremen), 193 , 199 –200, 201 , 215 , 283 , 350
Mercedes, 193 , 205 , 211
Mexico, 333 , 335
Microsoft, 28 , 284
milk run, 291 , 350
Mitsubishi, 242 , 360 n
Mittelstand companies, 191 , 192 , 214 , 350 , 369 n
Mizuguchi, Keiji, 226 , 227 , 228 , 229
mobility, short-range personal, 286 , 293 –94
Model T Ford, 22 –23
Moffitt, Bill, 339
molding machines, 92 , 149
Motorola University, 264
muda (waste):
definition of, 15 , 350
elimination of, 15 , 25 –26, 27 , 28 , 43 , 49 , 90 –98, 134 , 146 –47, 193 , 206 , 210 , 217 –18, 247 , 249 , 251 , 252 , 254 , 255 , 257 , 263 , 269 , 276 , 277 , 279 , 280 , 285 , 295 , 315 , 323 , 327 , 328 –31, 349 , 350 , 370 n
errors as, 15 , 43
flow and, 21 , 56 , 58 , 60 , 61 , 62 , 66
information vs., 111
in order processing, 44 –47
pull and, 82 , 86 , 90
target costs and, 35 –36
type one, 38 , 43 , 48 , 131
types of, 38 , 43 , 351 –52, 355 n
type three, 43 , 48
type two, 38 , 43 , 48 , 86 , 131
value stream and, 19 –21, 25 , 37 –38, 327 –28
multi-machine working, 347 –48, 350
Nakamura, Kenya, 235
Nakao, Chihiro, 128 , 129 –30, 134 , 169 , 171 , 173 , 180 , 201 –3, 205 , 207 , 210 , 220 , 221 , 338
Nakayama, Kiyotaka, 339
Navy, U.S., 154 , 155
NEC, 284
Neill, John, 251
New Economy, 327
New Production System (NPS), 221 , 243
Nippondenso, 235 –36, 244 , 353
Nissan, 215 , 236 , 242 –43, 267
Nissan Micra, 215 –16
Nissan 300ZX, 197
Northern, Ed, 174 –75, 177 , 179 , 180 , 257
Northwest Airlines, 18
NUMMI, 74 , 230
ober meisters (group foremen), 193 , 199
Ohba, Hajime, 339
Ohno, Taiichi, 10 , 15 , 22 , 23 , 37 , 58 , 110 , 111 , 128 , 219 , 220 –23, 230 –33, 234 , 236 , 239 , 242 , 243 , 249 , 281 , 348 , 351 , 355 n , 357 n , 370 n , 374 n
Opel Eisenach plant, 21 7
operation, 350 , 368 n
opportunities, 336 –37
Otis Elevator, 171 , 181 –82
overhead, 136 , 262
overproduction, 58 , 255