The Lean Management Systems HandbookPerformance management, the primary focus of a Lean organization, occurs through continuous improvement programs that focus on education, belief systems development, and effective change management. Presenting a first-of-its-kind approach, The Lean Management Systems Handbook details the critical components required for sustainable Lean management. |
Contents
| 1 | |
History of Lean | 27 |
House of Lean Management | 63 |
Lean Management Systems | 93 |
Lean SocioTechnical System On Developing a Lean Culture | 115 |
Lean Educational System | 137 |
Waste Identification | 157 |
Waste Quantification Learning to Measure | 195 |
Integrating Lean Management with DMAICDMADV | 323 |
Integrating Lean and Theory of Constraints | 341 |
Lean Management System Organizational Master Plan | 351 |
The Need for Facilitation | 387 |
Facilitating Lean Management Systems Developing a Lean Culture and Change Management Environment | 425 |
The Shadow of the Leader in a Systems Thinking Environment | 459 |
Lean Six Sigma Body of Knowledge | 463 |
Glossary | 471 |
Lean Concepts Tools and Methods | 235 |
Three Faces of Change Kaizen Kaikaku and Kakushin | 279 |
Lean Thinking 101 | 307 |
Back Cover | 511 |
Other editions - View all
The Lean Management Systems Handbook Rich Charron,H. James Harrington,Frank Voehl,Hal Wiggin Limited preview - 2014 |
The Lean Management Systems Handbook Rich Charron,H. James Harrington,Frank Voehl,Hal Wiggin Limited preview - 2014 |
Common terms and phrases
achieve analysis approach behavior beliefs cell Cellular manufacturing change management chapter charts components constraint continuous flow continuous improvement cost create customer demand customer requirements cycle defects define deployment DMAIC effective employees environment equipment example facilitator focus focused Gemba goals Hoshin Kanri identify implementation individual innovation inventory James Harrington Kaizen Kanban layout leaders leadership Lean concepts Lean enterprise Lean learning Lean management system Lean manufacturing Lean measurement Lean organization Lean production Lean Six Sigma Lean thinking Lean tools machine materials measurement system ment methodology motivation non-Lean operational organization’s organizational output performance measures Phase philosophy problem process improvement process step product or service programs project management Shingo standard strategic suppliers Taiichi Ohno task team members techniques Theory of Constraints tion Total Productive Maintenance Toyota typically understand value stream value stream map visual controls


