The lean engineering travel guide : the best itineraries for developing new products and satisfying customers / Cecile Roche and Luc Delamotte, foreword by Olivier Flous.

Format:

Book

Author/Creator:

Roche, Cecile, author.

Delamotte, Luc, author.

Contributor:

Flous, Olivier, writer of foreword.

Language:

English

Subjects (All):

Lean manufacturing.

Physical Description:

1 online resource (360 pages)

Edition:

1st ed.

Place of Publication:

New York, NY : Routledge, [2024]

Summary:

This book is designed as a travel guide. The first part includes all the traditional sections from the "front end" of a travel guide, including some basic vocabulary, tips, and a historical section about some of the pioneers of Lean in Engineering.

Contents:

Cover

Endorsement Page

Half Title

Title Page

Copyright Page

Dedication

Table of Contents

List of Figures

Foreword

Preface

Acknowledgements

Introduction

Reading Tips

Part One In the Land of Engineering

Chapter 1 Why This Journey?

Going for Competitiveness

Increase Your Turnover

Improve Your Profitability

And Do It Sustainably

Going for Innovation

Innovation Beyond Creativity

Aim for a Flow of Innovations Rather Than a 'Perfect' Product

Chapter 2 The Journey to Lean

A Journey for Several People

What's the Vision?

Who Are Your Allies?

How to Talk About It?

How to Budget?

How Much Time Is Needed to Get Started?

Return on Investment

How to Get Help?

Your Tour Guide: The sensei

Local Support: The Lean Coach

Change Your Way of Thinking

Don't Be Afraid to Drop Your Old Systems

Doubt as the Key to Progress

Chapter 3 Before Travelling

Clarification of Key Concepts

Engineering and Production: Distinct but Interconnected

Value and Waste

Some Definitions

Value in Engineering

The Customer as a Co-creator of Value

Lean in Engineering: A Matter of Trade-Offs

Vocabulary: Some Essential Words

A Word about Words: Learning and Keeping the Original Terminology

Challenge

Customer

Flow

Genba

Jidoka

Just-in-Time

Jidoka, Just-in-Time, Two Sides of the Same Coin

Kaizen

Lean

Levelling

Muda, mura, muri

Obeya

PDCA: Plan Do Check Act

Problem

Respect

SBCE (Set-Based Concurrent Engineering)

Slow Build

Standard

Product Takt

Teamwork

Teardown

The Toyota Way

Trade-Off

Visuals

Local Customs and Culture

Is Lean a Philosophy?

Is Lean Scientific?

Is Lean a One-Size-Fits-All Model?

Is Lean Asking Questions or Giving Answers?

Is Lean a Toolbox?.

Is Lean a Directive or Participatory Model?

Is Lean a Visual Management?

Debunking the Myths

Myth: Lean Is All Just Common Sense

Myth: Lean Is First and Foremost Made for the Japanese

Myth: Lean Is Just about Cost-Cutting

Myth: Lean Is for Factories

Myth: Lean Is Another Form of Taylorism

Myth: Lean Prevents Innovation

Myth: Lean Engineering Means Obeya Everywhere

Myth: Lean Is Basically Value Stream Mapping (VSM)

Myth: Lean Is a Management System

Myth: Lean, Just Apply It and Everything Will Be Fine

Chapter 4 Practical Tips for the Journey Ahead

The Lean Journey Has No End

When and with Whom to Go?

Model Cases

Managers

Collaborators

Partners: Staff Representatives

Useful and Credible Sources

Websites

Books

Chapter 5 A Bit of History

Lean Engineering Roots

Lean: From Just-in-Case to Just-in-Time

Engineering: Engines and Genius

Sakichi and Kiichiro Toyoda: The Continuous Innovation

The Wright Brothers: Learning Then Designing

The Legacy of the Wright Brothers

From the Wright Brothers to Toyota

Sakichi Toyoda and the Wright Brothers: Multi-skilled Craftsmen, Inventors, and Entrepreneurs

From Toyota: And Back to the West

A Note on the Agile Movement

Chapter 6 On Site: Daily Life

Lean Engineering Paradoxes

Decision Paradox: Delay Decisions AND Deliver Faster

Predictability Paradox : Short-Term Planning AND Long-Term Plan

Problem Paradox: Say 'Welcome!' to Problems AND Accelerate the Flow

Efficiency Paradox: Flow Efficiency AND Resource Efficiency

Pitfalls

Impose Top-Down Lean Rollout

Falling in Love with Your System

Part Two Map, Territories, Pathways

Chapter 7 Obeya*

Obeya, the Map

The Visuals

The Customer Wall

The Product Wall

The Flow Wall

The Problems Wall

Four Walls, Is That All?.

Chapter 8 Genba Walk***

Genba Walk, What It Is

Genba Walk, What It Is Not

The Purpose

How to

Tips

Where to Go?

How to Proceed?

The Difficulties

Chapter 9 The Path to Growth and Profit

Exploring the Territory of Customers

Analysing Customer Complaints*

Walk on the User's Premises***

Walk in the User's Shoes**

User Value Stream Mapping (VSM)**

Beware of Direct Questions!

And the Competitors?

Model and Make Visible the Voice of Customers (VoC)*

Customer Key Value Attributes

Customer Radar Chart

Company Radar Chart

Set and Visualise the Key Specifications*

From Territory of Customers to Territory of Products: The Concept Paper**

Product Vision

Territory of Customers: The Problem Side

Customers' Segments

Problem Scope

Key Value Attributes (KVA)

Competitors

The Products Territory: The Solution Side

Company Strategy and Objectives

Product Key Specifications

Product Concepts

Project Tactics and Objectives

Value Proposition

Exploring the Territory of Products

Causal Influence Diagram***

Designing a Problem-Solving Process

Model the Design Problem

Establish the Transfer Functions

Make the Key Decisions Visible

CID and Software-Based Products

Summary

Trade-Off Curves**

Presentation

Application

Support for Innovation

Conclusion

Combining Radar Charts, CID, and Trade-Off/Limit Curves

Teardown*

Origin

Teardown Purposes

Connection with Lean Engineering

The Proposed Method

Target Costing***

The Target Cost Equation

Target Costing Issues

Value Analysis/Value Engineering***

Hit the Road

Chief Engineer***

Your Chief Engineer system

Pull, Flow, Cadence**

Origin.

The Engineering Version

The Knowledge-Based Decision-Making Method

Make It Visible: The Pull-Scheduling Board

Pull-Scheduling Board vs. Kanban Board

Product Takt**

Takt Time in Product Development

Pace of Innovation

Visible Portfolio Planning*

Slow Build*

Purpose

The Key Steps

Chapter 10 The Path to Knowledge and Sustainability

Exploring the Territory of People Development

Kaizen: Explore Further, Learn Deeper, Innovate Faster***

Reminders

Kaizen in Product Development

Dojo, a Development System*

Lean Engineering Dojo

Dojo and Kaizen

A3 Problem Report, an Efficient Way to Share, Coach, and Progress**

Origin and Purpose

A PDCA Story Board

A3 Problem Report and Kaizen

Map and Share Reusable Knowledge

Standards**

Application: The Knowledge Brief**

Definition

Models of Knowledge Brief

Guidelines

Standards and Kaizen

Chapter 11 SBCE, the Lean Engineering Process***

Origin and Definition

Set-Based Design

Concurrent Engineering

Set-Based Concurrent Engineering

Principles

The So-Called SBCE Paradox

Set-Based Design Is Not 'Multi-Points-Based' Design!

SBCE, the Lean Design, and Development Process

Part Three Compose Your Itinerary

Chapter 12 The Customer/Product Matrix

Chapter 13 Summary Table

Chapter 14 Enjoy Your Journey

Bibliography

Index.

Notes:

Description based on print version record.

Other Format:

Print version: Roche, Cécile The Lean Engineering Travel Guide

ISBN:

9781000953626

1000953629

9781000953657

1000953653

OCLC:

1400781482