Using Hoshin Kanri to improve the value stream / Elizabeth A. Cudney.

Format:

Book

Author/Creator:

Cudney, Elizabeth A.

Contributor:

CRC Press LLC.

Standardized Title:

Using Hoshin Kanri to Improve the Value Stream (Online)

Language:

English

Subjects (All):

Production management--Quality control.

Production management.

Total quality management.

Six sigma (Quality control standard).

Physical Description:

1 online resource (162 p.)

Edition:

1st ed.

Place of Publication:

New York : Productivity Press, 2009.

Language Note:

English

Summary:

Annotation In Using Hoshin Kanri to Improve the Value Stream, leading lean and quality expert Elizabeth Cudney constructs a complete how-to guide that any organization can employ to start a Lean effort correctly and keep it on track. Rooted in practical examples garnered over years of hand-on practice, she illustrates the key principles of lean and value, and then shows you how to put them to work. Cudney points out that organizations often fail at improvement because they go after symptomatic problems rather than the faulty system-wide processes at the root of those problems. She shows you how to avoid this common misstep by using value stream mapping to create a current-state map. Done properly, this map will help everyone in your organization come to understand just how they deliver value to customers and where flawed processes cause them to fall short. The next step is to create a future-state map that defines best processes. While that may seem easy, reaching the goals of future-state maps requires a highly disciplined effort. At this point, Hoshin Kanri -- the art of policy deployment ¿ can make a crucial impact. Hoshin Kanri encourages a systems approach that focuses on the long-term strategy of an organization. As much as defining a methodology, it inspires a positive mindset within your organization by starting with improvements that affect flow across the entire organization. In addition to improving the delivery of value, changes with broad impact will catch people¿s attention, encourage their involvement and increase the momentum of improvement. Chapter by chapter, this book defines the key tools, such as Six Sigma, 5S, and mistake proofing, that your organization can employ to initiate needed process improvements.

Contents:

Front cover; Dedication; Table of Contents; Acknowledgments; Introduction; PART I: LEAN AS A COMPETITIVE STRATEGY; Chapter 1. Lean Philosophy as an Enterprise Solution; Chapter 2. Case Study: An Introduction to Carjo Manufacturing Co.; PART II: STRATEGIC THINKING; Chapter 3. Intergrating Strategic Goals; Chapter 4. Hoshin Methods; Chapter 5. Case Study: Implementing Policy Deployment at Carjo Manufacturing Co.; PART III: UNDERSTANDING VALUE; Chapter 6. The Basics of Value Stream Mapping; Chapter 7. Case Study: Creating Current-State Maps of Three Carjo Manufacturing Facilities

Chapter 8. Case Study: Identifying Improvement Opportunities at Carjo Manufacturing Co.PART IV: IMPROVE; Chapter 9. Systems Thinking and Theory of Constraints; Chapter 10. Tool Selection; Chapter 11. Using Six Sigma to Improve Quality; Chapter 12. Using 5S to Create a Clean and Manageable Work Environment; Chapter 13. Using Single-Minute Exchange of Dies to Reduce Setup Time; Chapter 14. Standard Work: Documenting the Interaction between People and Their Environment

Chapter 15. Mistake-Proofing (a.k.a. Poka-Yoke): Preventing Defects by Monitoring Process Conditions and Correcting Errors at the SourcePART V: PLAN AND IMPLEMENT; Chapter 16. Case Study: Daily Management and Action Plans at Carjo Manufacturing Co.; Conclusion; LEANcyclopedia Lean Glossary; Additional Resources; Index; Author; Back cover

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

OCLC-licensed vendor bibliographic record.

ISBN:

9786612025020

9781040180075

1040180078

9780429249969

0429249969

9781282025028

1282025023

9781420085013

1420085018

OCLC:

367626495