Hoshin Kanri - The Strategic Approach to Continuous Improvement
by David Hutchins
"David Hutchins has researched Hoshin Kanri since its early development in the late 1960s and has applied Hoshin Kanri with stunning success in companies in the UK and around the world. This book sums all of that experience into one intensive volume to provide a source of knowledge, reference and a workbook to assist the implementation of Hoshin Kanri in the hope that it will benefit humanity in general and leave a lasting legacy to a lifetimes work."
Using Hoshin Kanri to improve the value stream
by Elizabeth Cudney; Productivity Press, 2009
Leading lean and quality expert Elizabeth Cudney constructs a complete how-to guide that any organization can employ to start a Lean effort correctly and keep it on track. Rooted in practical examples garnered over years of hand-on practice, she illustrates the key principles of lean and value, and then shows you how to put them to work. Cudney points out that organizations often fail at improvement because they go after symptomatic problems rather than the faulty system-wide processes at the root of those problems. She shows you how to avoid this common misstep by using value stream mapping to create a current-state map. Done properly, this map will help everyone in your organization come to understand just how they deliver value to customers and where flawed processes cause them to fall short. Chapter by chapter, this book defines the key tools, such as Six Sigma, 5S, and mistake proofing, that your organization can employ to initiate needed process improvements.
Analysis of messy data Volume 1, Designed experiments
George Milliken; CRC Press, 2009.
The basics of FMEA
Robin McDermott; Productivity Press, 2009.
ISO 9000 quality systems handbook using the standards as a framework for business improvement
David Hoyle; Butterworth-Heinemann, 2009.
Product reliability, maintainability, and supportability handbook
Michael Pecht; CRC Press, 2009.
What works in innovation: trends and evergreen approaches
APQC innovation program manager Marisa Brown discusses the best tactics organizations can take to increase innovation and where they can find key partners and sources for innovation.
Lean principle application in an automotive product development process with special emphasis on peer reviews (MIT Thesis)
Michael Boren; Sloan School of Management; Massachusetts Institute of Technology. Engineering Systems Division; Leaders for Manufacturing Program, 2009
Global Automotive, a large US based, global manufacturer of automobiles, has made significant gains in manufacturing competitiveness, in part through application of a lean manufacturing approach to high volume assembly. A similar approach applied to product development can result in significant improvements in product design throughput, speed, cost, design quality, and innovation. With major product programs taking in excess of 36 months and a billion dollars to complete, the potential impact of process improvements is substantial. This thesis examines elements of Global Automotive Product Development Process. Some general guiding principles for Lean product development are also reviewed from the existing literature. Special attention is given to metrics for measuring product development performance at Global Automotive. The thesis focuses on the role of peer reviews in the development process. The analysis is performed using a work order data set for two automotive development programs. Score cards from Peer Review and a survey of the component engineering community are also used to assess the effectiveness and current state of the peer review process. The study found evidence that high scores on peer reviews do not guarantee that late changes will occur, if anything component groups with average lower scoring peer reviews generated led to consistent levels of late stage changes. The objective of peer reviews should clearly be to find as many problems as possible and participants should be encouraged to delivery "low scoring" reviews.
Lean connections making information flow efficiently and effectively
Chris Harris; CRC Press, 2008
Getting started - The level production schedule - Making information flow upstream - Purchasing and information flow - Making quality information flow - Making uptime information flow - Information at the process level - Information at the team level - Auditing - The glass wall.
Toyota kata managing people for continuous improvement, adaptiveness, and superior results
Mike Rother; McGraw-Hill, 2009
This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers?
Business modeling a practical guide to realizing business value
David Murray Bridgeland; Morgan Kaufmann/Elsevier, 2009
Stream of variation modeling and analysis for multistage manufacturing processes
Jianjun Shi; CRC ; Taylor & Francis, 2007
Simplified TRIZ new problem solving applications for engineers and manufacturing professionals
Kalevi Rantanen; Auerbach Publications, 2008
Understanding A3 thinking a critical component of Toyota's PDCA management system
Durward Sobek; CRC Press, 2008
Notably flexible and brief, the A3 report has proven to be a key tool in Toyota's successful move toward organizational efficiency, effectiveness, and improvement, especially within its engineering and R&D organizations. The power of the A3 report, however, derives not from the report itself, but rather from the development of the culture and mindset required for the implementation of the A3 system. In other words, A3 reports are not just an end product but are evidence of a powerful set of dynamics that is referred to as A3 Thinking.