The delivery of real bottom-line results from manufacturing improvements has proven to be much harder than expected for most companies. TQM, Zero-Defect Manufacturing, and Business Process Re-engineering have dropped off the landscape for taking much too long and failing to deliver the promised results. Lean Six Sigma is now experiencing the same fundamental difficulty. Delineating a quantitative approach, Lean Manufacturing: Business Bottom-Line Based shows you how to revitalize Lean Six Sigma by aligning it with your business’ bottom line and thus delivering results that your executives, business leaders, and customers expect. Written by an expert who has transformed product design and manufacturing at companies ranging from Maytag and Visteon to General Electric, the book demonstrates that an awareness of manufacturing business metrics is absolutely essential for every lean manufacturing practitioner. The author has seen first-hand the limitation of traditional lean manufacturing driven by business bottom lines. He outlines case studies linking world events and manufacturing efficiency and presents lean manufacturing strategies and techniques designed to accelerate responses to current and future events on the floors of the world’s manufacturing facilities. Typically, advice on lean manufacturing comes in the form of techniques regarding a particular tool or tool-box, yet the factory floor, like everything in the global community, is profoundly driven by business bottom lines. This book presents a systematic approach to improve business bottom lines through identifying and eliminating waste, and adding value and fulfillment by flowing the product at the demand of the customer.

lgli/A:\_for_add\CRC\Lean Manufacturing - Business Bottom-Line Based.pdf

lgrsnf/A:\_for_add\CRC\Lean Manufacturing - Business Bottom-Line Based.pdf

nexusstc/Lean Manufacturing/5ad908fe57b8ac79b1ede91967a112b3.pdf

zlib/Engineering/John X Wang/Lean manufacturing : business bottom-line based_2196815.pdf

Wang, John X.

Technomic Publishing Co., Inc.

Taylor & Francis Ltd

Psychology Press Ltd

CRC Press LLC

CRC Press (Unlimited), Boca Raton, FL, 2011

United Kingdom and Ireland, United Kingdom

United States, United States of America

Boca Raton, Florida, 2011

Boca Raton [Floride, 2011

Boca Raton[u.a, ©2011

Boca Raton, 2019

1, 2019

lg1027605

producers:
Adobe PDF Library 8.0

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Includes bibliographical references and index.

Content: Introduction: Five Stages of Lean Manufacturing Lean Manufacturing Industrial Dynamics and Bullwhip Effect Three Toolboxes for Lean Manufacturing Let's Play a ''Lean'' Game: Manufacturing a Gyrocopter Five Stages of Lean Manufacturing: Business Bottom-Line Based Put Business Bottom Line First: Transfer Function for Production Cost Production Transfer Function Short-Term vs. Long-Term Production Transfer Functions Short-Term Transfer Function for Production Transfer Function for Marginal Cost The Law of Diminishing Returns: Key to Understanding Lean Manufacturing Transfer Function for Average Fixed Cost Transfer Function for Average Variable Cost Transfer Function for Average Total Cost Transfer Function for Long-Term Cost Analysis Goal Tree and Success Analysis: From Goal Setting to Successful Goal Setting Understanding the Voice of Customers: The Essential Elements Voice of Customers: Relentlessly Customer Focused Voice-of-Customers Capability: Critical Elements Voice of Customers' Role and Responsibilities Analyzing Voice of Customers: Law of Demand Maximizing Utility to Customers Kano Model: Integrate the Elements for Voice of Customers Balance Production and Demand: Value Stream Mapping What Are Value Streams? What Is Value Stream Mapping? How to Complete Value Stream Mapping Guidelines for Developing Value Stream Mapping Kaizen Event Analysis for Value Stream Mapping Business Bottom-Line Analysis of Value Streams From Lognormal to Cobb-Douglas Distribution: Lean Production Analysis Technology: The Production Function Long-Run and Short-Run Production Functions Three Stages of Production Lognormal Distribution Cobb-Douglas Production Function Quantifying Additional Profit from Productivity Gains Total Factor Productivity Business Cycles and Demand Fluctuations: Time-Critical Analysis and Decision Making Business Cycles and Demand Fluctuations Regression Analysis: Understanding Customer Demand Statistically What Is Time Series Analysis? Smoothing Techniques Summary How Demand Fluctuation and ''Exogenous Shocks'' Influence the Bottom Line How To Shockproof Your Company: A Lesson from Frank Lloyd Wright Business Risk Assessment Risk Quadrant Chart Develop a Business Risk Management Plan Risk Assessment Matrix Lean Production: Business Bottom-Line Based Approach for Identifying Productivity Improvements Quantifying Additional Profit from Productivity Gains Case Study of a Gyrocopter Manufacturer: Improving Profitability Implement Cellular Manufacturing Example of Cellular Manufacturing: Organize Gyrocopter Production Equipment into Cells to Reduce Inventory and Process Time Example of Gyrocopter Manufacturing: Eliminate Intermediate Spooling Operation Manage Production and Inventory Costs Theory of Constraints: ''The Drum Is a Bottleneck'' Identifying and Exploring Constraints The Five Focusing Steps and the Continuous Improvement Goal The General Application of Theory of Constraints to Operations: Drum-Buffer-Rope Approach Plant Types for Operations The Thinking Processes for Implementing Theory of Constraints Learning as Actively Addressing Constraints Learning to Negotiate the Meaning of Constraints Accounting Systems for Lean Manufacturing Case Study: Marion Gyrocopter Corporation (MGC) Conclusion about the Case Study Kanban: Align Manufacturing Flow with Demand Pull Kanban-Based Systems Why Use Kanban? How Kanban Works The Rules for Kanban Steps for Implementing Kanban Types of Kanban Kanban Development Kanban Design to Achieve Manufacturing System Objectives Kanban Card Calculation Summary Jidoka: Implement Lean Manufacturing with Automation What Is Jidoka? Ladder Logic: A Tool to Implement Jidoka Boolean Functions for Ladder Logic Implement Jidoka Using Ladder Logic Additional Functionality for Manufacturing Autonomation Pull System, One-Piece Flow, and Single Minute Exchange of Die (SMED) Establish a Pull System Why Use Pull Systems and One-Piece Flow? Overcome Barriers: Two Old Beliefs Single Minute Exchange of Die (SMED) How to Implement Single Minute Exchange of Die (SMED) Case Study: Flow Management of an Integrated Circuit Packaging Work-in-Process System Lean Manufacturing Business Scorecards What Are Lean Manufacturing Business Scorecards? How Have Lean Manufacturing Business Scorecards Been Evolved? Lean Manufacturing Business Scorecard for Planning and Policy Deployment Lean Manufacturing Business Scorecards for Problem Solving and Continuous Improvement Building the Business Intelligence Strategy Bibliography Index

The delivery of real bottom-line results from manufacturing improvements has proven to be much harder than expected for most companies. TQM, Zero-Defect Manufacturing, and Business Process Re-engineering have dropped off the landscape for taking much too long and failing to deliver the promised results. Lean Six Sigma is now experiencing the same fundamental difficulty. Delineating a quantitative approach, Lean Business Bottom-Line Based shows you how to revitalize Lean Six Sigma by aligning it with your business bottom line and thus delivering results that your executives, business leaders, and customers expect. Written by an expert who has transformed product design and manufacturing at companies ranging from Maytag and Visteon to General Electric, the book demonstrates that an awareness of manufacturing business metrics is absolutely essential for every lean manufacturing practitioner. The author has seen first-hand the limitation of traditional lean manufacturing driven by business bottom lines. He outlines case studies linking world events and manufacturing efficiency and presents lean manufacturing strategies and techniques designed to accelerate responses to current and future events on the floors of the worlds manufacturing facilities. Typically, advice on lean manufacturing comes in the form of techniques regarding a particular tool or tool-box, yet the factory floor, like everything in the global community, is profoundly driven by business bottom lines. This book presents a systematic approach to improve business bottom lines through identifying and eliminating waste, and adding value and fulfillment by flowing the product at the demand of the customer.

Dedication 6
Contents 8
Preface 16
About the Author 18
Chapter 1. Introduction: Five Stages of Lean Manufacturing 20
Chapter 2. Put Business Bottom Line First: Transfer Function for Production Cost 42
Chapter 3. Understanding the Voice of Customers: The Essential Elements 62
Chapter 4. Balance Production and Demand: Value Stream Mapping 82
Chapter 5. From Lognormal to Cobb–Douglas Distribution: Lean Production Analysis 102
Chapter 6. Business Cycles and Demand Fluctuations: Time-Critical Analysis and Decision Making 122
Chapter 7. How Demand Fluctuation and “Exogenous Shocks” Influence the Bottom Line 144
Chapter 8. Lean Production: Business Bottom-Line Based 164
Chapter 9. Manage Production and Inventory Costs 184
Chapter 10. Kanban: Align Manufacturing Flow with Demand Pull 204
Chapter 11. Jidoka: Implement Lean Manufacturing with Automation 224
Chapter 12. Pull System, One-Piece Flow, and Single Minute Exchange of Die (SMED) 240
Chapter 13. Lean Manufacturing Business Scorecards 256
Bibliography 274
Back cover 278

Typically, advice on Lean manufacturing comes in the form of techniques regarding a particular tool or tool-box, yet the factory floor, like everything in the global community, is profoundly driven by business bottom lines. This book presents a systematic approach to improve business bottom lines through identifying and eliminating waste, and adding value and fulfillment by flowing the product at the demand of the customer. --Book Jacket

2013-10-21