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?
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:
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
The heart of JIT is quick changeover methods. Dr. Shingo, inventor of the 
For companies to be competitive, leaders must engage people at all levels to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota, has proven to be the most effective process for meeting this ongoing challenge. In Getting the Right Things Done, Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a lean transformation: What kind of planning system is required to inspire meaningful company-wide continuous improvement? How might we change existing mental models that do not support a culture of continuous improvement? Getting the Right Things Done tells the story of a fictional midsized company, Atlas Industries, that needs to dramatically improve to compete with emerging rivals and meet new customer demands. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve using this 
With help from the Lean Community, we made the new Third Edition of the Lean Lexicon even more valuable and useful. Starting with improvement ideas from Community members like you, we researched and added 21 definitions to the latest edition of this popular and indispensable reference book.