Creating Continuous Flow

Creating Continuous Flow narrows the focus of Learning to See from the door-to-door value stream perspective to achieving true continuous flow at your critical pacemaker processes. This new workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream. Creating Continuous Flow takes you to the next level in cellularization where you'll achieve even greater cost and lead time savings. You'll Learn:

learning to see lean

Value-stream maps are the blueprints for lean transformations and Learning to See is an easy-to-read, step-by-step instruction manual that teaches this valuable tool to anyone, regardless of his or her background.

This groundbreaking workbook, which has introduced the value-stream mapping tool to thousands of people around the world, breaks down the important concepts of value-stream mapping into an easily grasped format. The workbook, a Shingo Research Prize recipient in 1999, is filled with actual maps, as well as engaging diagrams and illustrations.

quality engineering course

Just-in-time production (JIT) is receiving widespread recognition among US executives as the manufacturing system that helped make Japan a major competitor. With its proven capacity to streamline the manufacturing process, lower inventory, and improve product quality, JIT may be the basis for a renaissance in American manufacturing. This book details exactly what JIT is, how to implement it, and how to make it work in the context of American business and culture. The authors discuss how to assess opportunities for change with JIT, how to develop and plan the necessary changes in production and management, and ways of motivating middle management and other employees in a JIT

Only the ability to change makes lean manufacturing success

Lean Production
Lean production and material flow principles are booming. Often in
the implementation of such strategies, however, made mistakes, they
make a success strongly questioned. The MM-We talked to the lean
experts Benno Löffler, Managing Partner of Vollmer & Scheffczyk GmbH
in Hanover.
Mr. Loeffler, there are key data, such as the minimum or maximum size
of a company that make a change you "diet" makes sense or nonsense?
Benno Löffler, Managing Partner of Vollmer GmbH & Scheffczyk: "It's
important for a sustainable improvement is that the ability to change
is rooted in the company." Image: Vollmer & Scheffczyk
Loeffler: Yes. At most, the opinion of top management, that should
any other difference. There is no company, which harms a broad
improvement culture. As a rule, but in particular needs to change his
habits, the top management and leadership tools.
What expectations these companies approach you, and how realistic do
you think this one in general?

Seiton, Seiso, Seiketsu, Shitsuke

Terms of Japanese production. Autonomous Maintenance (Seiton) means
that are at a manufacturing plant operating staff responsible for
their smooth functioning and carry out measures to maintain and
improve the system state independently by (ongoing maintenance,
periodic inspection, maintenance / repair, etc.). It is based on a
planned maintenance program that checks a rotational basis, the
mechanical production requirements (Seiso) and are available for the
education and training of staff in relation to uncompromising quality
in the production (Seiketsu). The focus is clearly on the maintenance
prevention (Shitsuke), prevents the loss or reduction in benefits from