While there are numerous Lean Certification programs, most companies have their own certification paths whereby they bestow expert status upon employees after they have participated in or led a certain number of kaizen events. Arguing that the number of kaizen events should not determine a person's expert status, The Lean Practitioner's Field Book: Proven, Practical, Profitable and Powerful Techniques for Making Lean Really Work outlines a true learning path for anyone seeking to understand essential Lean principles.
The book includes a plethora of examples drawn from the personal experiences of its many well-respected and award-winning contributors. These experts break down Lean concepts to their simplest terms to make everything as clear as possible for Lean practitioners. A refresher for some at times, the text provides thought-provoking questions with examples that will stimulate learning opportunities.
Introducing the Lean Practitioner concept, the book details the five distinct Lean Practitioner levels and includes quizzes and criteria for each level. It highlights the differences between the kaizen event approach and the Lean system level approach as well as the difference between station balancing and baton zone.
This book takes readers on a journey that begins with an overview of Lean principles and culminates with readers developing professionally through the practice of self-reliance. Providing you with the tools to implement Lean tools in your organization, the book includes discussions and examples that demonstrate how to transition from traditional accounting methods to a Lean accounting system.
The book outlines an integrated, structured approach identified by the acronym BASICS (baseline, analyze, suggest solutions, implement, check, and sustain), which is combined with a proven business strategy to help ensure a successful and sustainable transformation of your organization.
Details the five Lean Practitioner levels
Includes quizzes and criteria for each level
Distinguishes between the Kaizen event approach and the Lean system-level approach
Explains how to implement Lean tools with an emphasis on line balancing
Explores the difference between station balancing and baton zone
Part I : Lean Overview, Lean Philosophy, History, Principles, and Change Management
Chapter 1 : Lean Philosophy and Foundations Chapter 2 : Brief History of Lean Chapter 3 : Our Misguided Allegiance to the Batching Paradigm Chapter 4 : Waste versus Efficiency Chapter 5 : Lean and Change Management
Part II : Phase I : Lean Tools and Implementation
Chapter 6 : Leveraging the Lean Business Delivery System for Continuous Improvement Chapter 7 : The House of Continuous Improvement Chapter 8 : Getting Ready to Implement Lean System Chapter 9 : BASICS Model : Baseline the Process Chapter 10 : BASICS : Assess - Product Flow Analysis (TIPS) Chapter 11 : Basics Model Assessment : Work Flow Analysis—Following the Operator (Staff) Chapter 12 : Basics Model Assessment - SMED : Setup Reduction/Changeover Analysis Chapter 13 : The BASICS Model : Suggest Solutions Chapter 14 : Creating Standard Work Chapter 15 : BASICS Model Implementation : Methodologies Chapter 16 : Visual Management Chapter 17 : Lean Material Basics Chapter 18 : Lean Materials : Strategic Chapter 19 : Kanbans Chapter 20 : Mistake Proofing Chapter 21 : Total Productivity Maintenance Chapter 22 : Basics Model : Check and Sustain
Part III : Lean Implementation Phase II through IV
Chapter 23 : Line Balancing : Station Balancing vs. Baton Zone Balancing (Bumping) Chapter 24 : Heijunka, Planning and Scheduling, Sequencing Activities, Load Balancing Chapter 25 : Leveraging Project Management in Lean Initiatives Chapter 26 : Lean Accounting and Accounting for Lean Chapter 27 : Engineering and Lean Chapter 28 : Creativity before Capital Chapter 29 : Lean Transactional Processes Chapter 30 : Lean QDIP, & Huddles Chapter 31 : Lean Assessment Chapter 32 : Lean and Value of the Person Chapter 33 : Creating the Learning Organization and the Theory of Lean Training Chapter 34 : Lean Practitioner Levels Chapter 35 : Hoshin Kanri : Strategic Planning/Policy Deployment Chapter 36 : Lean Leader Chapter 37 : Lean and Effective Meeting Techniques Chapter 38 : Lean and Machine Shops and Job Shops Chapter 39 : Lean Customer Relationship Management Chapter 40 : Harada Method by Norman Bodek
Appendix A : Answers to Lean Practitioner Questions in Chapter 34
Appendix B : Leadership by Charles W. Protzman Sr. CCS Manual : 8-Week Training Course to Japanese 1949 Section on Leadership
Appendix C : The Missing Chapter by Kenneth Hopper
Appendix D : Glossary
Appendix E : Key Formulas
Appendix F : Was There Really a Hawthorne Effect at the Hawthorne Plant? An Analysis of the Original Illumination Experiments
Appendix G : Customer Centric Solution Selling Approach
Index
