The 15-Minute Guide to Lean Transformation in the Workplace

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INTRODUCTION
The principles of ‘Lean manufacturing’ were developed by the Toyota executive Taiichi Ohno (1912-90) during the post-Second World War reconstruction period in Japan and popularised by James P. Womack and Daniel T. Jones in their 1996 book ‘Lean Thinking.’

Lean manufacturing focuses on removing waste in all processes, and improving quality while reducing costs and lead-times.
Manufacturers are operating in an increasingly competitive global marketplace, and it is important that all their resources are efficiently and effectively adding value for the customer.

‘Lean’ is not just for manufacturing companies. For instance, it is used in service industries with long, complex, variable processes and multiple decision points.

In this short introductory guide we explore the characteristics of ‘lean’ and look at some tools and techniques commonly used in a ‘lean’ environment along with some simple examples and how to start using these tools and techniques in the workplace.

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CONTENTS
1. INTRODUCTION
2. THE BENEFITS OF LEAN MANUFACTURING
3. THE MAIN CHARACTERISTICS OF LEAN
4. OVERVIEW OF THE SEVEN WASTES
4.1 TRANSPORTATION
4.2 INVENTORY
4.3 MOTION
4.4 WAITING
4.5 OVER-PROCESSING (OR INAPPROPRIATE PROCESSING)
4.6 OVERPRODUCTION
4.7 DEFECTS
5. OTHER TYPICAL WASTES
5.1 SEARCHING FOR EQUIPMENT
5.2 EXCESS FREQUENCY OF ACTIVITY
5.3 MISTAKES, ERRORS,
5.4 DISTRACTION
6. THE LEAN TOOLS – OVERVIEW
6.1 SIPOC CHARTS
6.2 SPAGHETTI DIAGRAMS AND VALUE ANALYSIS
6.3 PROCESS MAPPING
6.4 STANDARD OPERATING PROCEDURES
7. IMPLEMENTING THE TOOLS
8. SIPOC DIAGRAMS (INPUT/OUTPUT) DIAGRAMS
8.1 GETTING STARTED
8.2 UNDERTAKING THE TASK
9. PROCESS MAPPING
9.1 GETTING STARTED
9.2 UNDERTAKING THE TASK
10. SPAGHETTI DIAGRAMS AND VALUE ANALYSIS
10.1 GETTING STARTED
10.2 UNDERTAKING THE TASK
11. STANDARD OPERATING PROCEDURES
12. SUMMARY – PLANNING FOR CHANGE
13. ABOUT THE AUTHOR
14. REFERENCES

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