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2020-02-11 14:27 來源：京東作者：京東

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內(nèi)容簡(jiǎn)介:Proven methods for diagnosing problems, improving processes, and increasing profits

In Strategic Lean Mapping, continuous improvement expert Steven Borris reveals how to visually document your organization's processes and identify problematic issues. Find out how to blend and then apply select techniques from Lean Manufacturing, Theory of Constraints, RCM (Reliability-Centered Maintenance), TPM (Total Productive Maintenance), OEE (Overall Equipment Efficiency), and other methodologies to implement the perfect solution to the task at hand. Diagrams, charts, and real-world case studies help you to put the concepts presented into practice. This hands-on guide will help small companies, large global organizations, and government agencies alike find ideal solutions for individual processes or projects.

Coverage includes:

Finding improvement opportunities
The five principles of Lean
The seven wastes of Lean
The big picture map
SWOT (strengths, weaknesses, opportunities, and threats) analysis
Process mapping
Capacity mapping
Lean Manufacturing, the value-stream map, and partial value
Problem solving and decision making

作者簡(jiǎn)介:Steve Borris is a manufacturing advisor and continuous improvement specialist in the science, food and drink, electronics, textile, optics, electro-mechanics, medicine, and semiconductor industries. His technical expertise includes equipment installation and maintenance, root-cause fault resolution, equipment redesign, calibration, customer support, commissioning, and training. Mr. Borris is currently with SMAS, a Scottish government agency tasked with improving the efficiencies of companies. He also is the author of Total Productive Maintenance (McGraw-Hill, 2006).

目錄:Introduction
Reasons for not using continuous improvement techniques; Why is it important that the initiative works and is sustained; The Capacity Map, Capacity Bar Chart, Value and Capacity Stream Map and Decision Flow Chart; Why Mapping; Culture; So how does Mapping Work
Ch. 1: The Storm Before the Calm
Turnover vs. Profit; Losses and the 7 Wastes; Adapting to New Techniques; Blending the best of techniques to increase the power of the process; How do I diagnose and analyze the process; Resistance to first projects; Productivity Tip: Short Interval Control; OEE – Overall Equipment Efficiency – Performance, Quality, and Equipment Availability; Culture from small companies to global organizations
Ch. 2: Finding Improvement Opportunities
The Value Stream Map; Adding SOME Value; Right first time; Example: Root-cause; Size isn't everything; Customer audits; the 5 Principles of Lean; Productivity Tip: Brainstorming; Big Picture Map; Plan Do Check Act; Process Maps; Quantifying Losses; The 7 Wastes
Ch. 3: The Big Picture Map
SWOT Diagram; Big Picture Map vs. Process Map; Production Logs; Employee input; The Parking Lot; Material Flow; Kanban and controlling material flow; Step 1: Materials; Lean Note; Step 2: Information Flow; Step 3: Data Flow and Data Boxes; On Time and In Full Deliveries; Step 4: Lead Times; Step 5: Inventory and Stock Points; Step 6: Quality Check Points; Step 7: Rework and Scrap loops; The future State Map; Solutions
Ch. 4: Process Mapping
The team; Creating the Map; Types of Process Layouts; What are the 7 Wastes
Ch. 5: Capacity Mapping
Where capacity maps should be used; The Cabinet manufacturer
Ch. 6: Lean Manufacturing
Mass Production; Continuous Improvement Lean Manufacturing; Value; The Value Stream; Flow; Pull; Perfection; Transporting; Inventory; Movement; Waiting; Over-Production; Over-Processing; Defects
Ch. 7: Problem Solving and Decision Making
Root-cause and evaluating losses; Step 1: Identify the project or problem to be solved; Step 2: Create the improvement team; Step 3: Define the exact problem; Step 4: Quantify the problem; Step 5: Plan the project; Step 6: Solve the problem; Step 7: Circulate the Results; Step 8: Embed the Solution; Brainstorming; The 5 Whys; Fishbone Diagram; CEDAC diagram; Fault Tree Analysis; Consequences of a wrong solution to a problem being applied; Minimize risks.
Steve Borris is a manufacturing advisor and continuous improvement specialist in the science, food and drink, electronics, textile, optics, electro-mechanics, medicine, and semiconductor industries. His technical expertise includes equipment installation and maintenance, root-cause fault resolution, equipment redesign, calibration, customer support, commissioning, and training. Mr. Borris is currently with SMAS, a Scottish government agency tasked with improving the efficiencies of companies. He also is the author of Total Productive Maintenance (McGraw-Hill, 2006).

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