Lean production simplified: a plain language guide to the world's most powerful production system

Table of Contents
The Birth of Lean
Craft Production
Mass Production
Ford System
Other Developments
Growing Dysfunction
Worker Alienation
Quality
Machinery
Engineering
Birth of Lean Production
Historic Bargain
A Novel Concept
A Virtue of Necessity
Completing the Lean Revolution at Toyota
Summary
Reference
Endnotes
Study Questions

Lean Production System
Why Lean Production?
New Economics
Systems and Systems Thinking
The "Thinking Way"
Basic Image of Lean Production
Customer Focus
Muda
Motion
Delay
Conveyance
Correction
Overprocessing
Inventory
Overproduction
Knowledge
A Word of Caution
Mura
Muri
Summary
Endnotes
Study Questions

Stability
Lean System Standards
Visual Management
5S System
S1—Sort
S2—Set in Order
S3—Shine (and Inspect)
S4—Standardize
S5—Sustain
Total Productive Maintenance
Key Measures
Six Big Losses
The Machine Loss Pyramid
Small-Group Activity
Summary
Endnotes
Study Questions

Standardized Work
Methods Engineering versus Lean Thinking
What Do We Have to Manage?
Maximize Utilization of Machines or People?
Labor Density
Why Standardized Work?
Prerequisites for Standardized Work
Elements of Standardized Work
Takt Time
Takt Time and Cycle Time
Work Sequence
In-Process Stock
Charts Used to Define Standardized Work
Production Capacity Chart
Manpower Reduction
Overall Efficiency Versus Individual Efficiency
Standardized Work and Kaizen
Guidelines for Economy of Motion
Guidelines for Layout and Equipment
Guidelines for Tools and Jigs
Common Layouts
Islands
Connected Islands
Connected Islands with Full-Work Control
Cells
Summary
Endnotes
Study Questions

Just-in-Time Production
Why JIT?
Basic Principles of JIT
Continuous Flow
Pull
The JIT System
Kanban
Kanban Metaphors
Pacemaker Process
The Store
Six Kanban Rules
Expanded Role of Conveyance
How Frequently Should We Provide Production Orders?
Quick Adjustment to Demand Changes or Other Sources of Instability
Better Sense of Takt Time
Fewer Peaks and Valleys
Abnormality Control
Two Kinds of Conveyance
Production Leveling
Responding to Changes in Customer Demand
Heijunka Box
Three Types of Pull Systems
Type A Pull System
Type B Pull System
Type C Pull System
Value Stream Mapping
Summary
Endnotes
Study Questions

Jidoka
Development of the Jidoka Concept
Why Jidoka?
How to Improve Human Reliability
Poka-Yoke
Common Errors
Inspection Systems and Zone Control
Judgment Inspections—Discovering Defects
Informative Inspections—Reducing Defects
Source Inspections—Preventing Defects
Vertical Source Inspections
Horizontal Source Inspections
Using Poka-Yokes
Two Types of Action
Three Paths to Poka-Yoke
Poka-Yoke Detection Methods
Implementing Jidoka
Annual Jidoka Strategy and Goals
Future Directions
Summary
Endnotes
Study Questions

Involvement
Why Involvement?
Terrible Waste of Humanity
Activities Supporting Involvement
Goal of Involvement
Kaizen Circle Activity
Structure of KCA
KCA Training
KCA Administration
KCA Promotion
Role of the Manager
Practical Kaizen Training
Key Factors for PKT Success
Communication
Grasping the Situation
Problem Solving
Role of the Supervisor
Suggestion Programs
Hassle-Free Process and Clear Rules
Tangible Suggestions
Intangible Suggestions
Quick Decision-Making and Feedback
Fairness
Promotion
Extrinsic and Intrinsic Motivation
How to Motivate Suggestions
Quantity First—Then Quality
Annual Culture Hoshin
Summary
Endnotes
Study Questions

Hoshin Planning
What Is Planning?
Why Plan?
Problems with Planning
How Do We Create Flow?
Hoshin Planning
Focus of Hoshin Planning
Alignment and Flexibility
Hoshin Planning System
PDCA
Check Outcomes and Process
Strengthen People
Nemawashi
Catchball
The Control Department17 Concept
A3 Thinking
History of Report Writing
Common Report-Writing Problems
The Four Phases of Hoshin Planning
Hoshin Generation
Hoshin Deployment
Output of Hoshin Deployment
Hoshin Implementation
Hoshin Evaluation
Book of Knowledge
Summary
Endnotes
Study Questions

The Culture of Lean Production
What Is Lean Culture?
PDCA
Grasping the Situation
Plan
Do
Check
Act
Reflection—Breakfast of Champions
Warm Heart Principle
Standardization
Standards and Abnormality Control
Visual Management
Teamwork
Paradox
Intensity
Lean Production as a Path
How Does Lean Culture Feel?
Summary
Final Comments
Endnotes
Study Questions

Appendix A: Glossary
Appendix B: Bibliography

Book Description
Following in the tradition of its Shingo Prize-winning predecessors, Lean Production Simplified, Third Edition gives a clear overview of the structure and tools of the Lean production system. Written for the practitioner by a practitioner, it delivers a comprehensive insider's view of Lean management.

The author helps readers grasp the system as a whole, as well as the factors that animate it, by organizing the book around an image of a house of Lean production. Illustrating the eight kinds of waste, this updated edition of a bestseller:

Describes the craft and mass production systems that preceded Lean production—including the contributions of Frederick Winslow Taylor and Henry Ford
Explains the concepts of visual management, Five S, and Total Productive Maintenance
Addresses just-in-time delivery of parts and products
Examines the jidoka principle
Covers the nervous system of Lean management, hoshin planning
Illustrates the culture of Lean management
This edition deepens and extends the previous edition with case studies on Lean outside the factory—in settings such as health care, IT, finance, design, engineering, and beyond. The case studies are based on personal experience of actual work in organizations generating real results.

Lean Production Simplified, Third Edition covers each of the components of Lean within the context of the Lean production system. The author's straightforward common sense approach makes this book an easily accessible, on-the-floor resource for every team member.