Job Shop Lean : An Industrial Engineering Approach to Implementing Lean in High-Mix Low-Volume Production Systems

In the 1950’s, the design and implementation of the Toyota Production System (TPS) within Toyota had begun. In the 1960’s, Group Technology (GT) and Cellular Manufacturing (CM) were used by Serck Audco Valves, a high-mix low-volume (HMLV) manufacturer in the United Kingdom, to guide enterprise-wide transformation. In 1996, the publication of the book Lean Thinking introduced the entire world to Lean. Job Shop Lean integrates Lean with GT and CM by using the five Principles of Lean to guide its implementation: (1) identify value, (2) map the value stream, (3) create flow, (4) establish pull, and (5) seek perfection. Unfortunately, the tools typically used to implement the Principles of Lean are incapable of solving the three Industrial Engineering problems that HMLV manufacturers face when implementing Lean: (1) finding the product families in a product mix with hundreds of different products, (2) designing a flexible factory layout that "fits" hundreds of different product routings, and (3) scheduling a multi-product multi-machine production system subject to finite capacity constraints.
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Based on the Author’s 20 years of learning, teaching, researching, and implementing Job Shop Lean since 1999, this book

• Describes the concepts, tools, software, implementation methodology, and barriers to successful implementation of Lean in HMLV production systems
• Utilizes Production Flow Analysis instead of Value Stream Mapping to eliminate waste in different levels of any HMLV manufacturing enterprise
• Solves the three Industrial Engineering problems that were mentioned earlier using software like PFAST (Production Flow Analysis and Simplification Toolkit), Sgetti and Schedlyzer
• Explains how the one-at-a-time implementation of manufacturing cells constitutes a long-term strategy for Continuous Improvement
• Explains how product families and manufacturing cells are the basis for implementing flexible automation, machine monitoring, virtual cells, Manufacturing Execution Systems, and other elements of Industry 4.0
• Teaches a new method, Value Network Mapping, to visualize large multi-product multi-machine production systems whose Value Streams share many processes
• Includes real success stories of Job Shop Lean implementation in a variety of production systems such as a forge shop, a machine shop, a fabrication facility and a shipping department
• Encourages any HMLV manufacturer planning to implement Job Shop Lean to leverage the co-curricular and extracurricular programs of an Industrial Engineering department

Foreword
Testimonial
Acknowledgments
Author

Chapter 1 : About This Book
Chapter 2 : Introduction to Job Shop Lean
Chapter 3 : Is Job Shop Lean Right for You?
Chapter 4 : Design For Flow (DFF) : The Essential Foundation for Job Shop Lean
Chapter 5 : Overview of Production Flow Analysis (PFA)
Chapter 6 : Overview of Production Flow Analysis and Simplification Toolkit (PFAST)
Chapter 7 : Functional, Cellular, and Hybrid Cellular Layouts for Any Job Shop
Chapter 8 : Designing Functional, Cellular, and Hybrid Cellular Layouts for Any Job Shop Using PFAST
Chapter 9 : How Data Mining Guides Various Production Flow Simplification Strategies
Chapter 10 : Improving Flow at Any Level in a Factory
Chapter 11 : Industry Applications of Production Flow Analysis by IE Students
Chapter 12 : Production Flow Analysis Using Metrics-Aided Visual Assessment of Material Flow Diagrams
Chapter 13 : Product Mix Segmentation
Chapter 14 : Determining the Correct Layout Shape for a High-Mix Machining Cell
Chapter 15 : Lessons Learned from Implementing the Lean Principles in a Single High-Mix Low-Volume Make-To-Order Compressor Parts Machining Cell
Chapter 16 : How Cell Formation Drives the Implementation of Job Shop Lean
Chapter 17 : How to Make a Machine Shop Lean and Flexible
Chapter 18 : How to Make a Custom Fabrication Shop Lean and Flexible
Chapter 19 : Introduction to Operations Scheduling for High-Mix Low-Volume Manufacturers
Chapter 20 : Finite Capacity Scheduling of a Flexible and Lean (FLean) Machining Cell
Chapter 21 : Classroom Tutorial on the Design of a Cellular Manufacturing System
Chapter 22 : Teaming Industrial Engineers with Employees to Improve a Shipping Department
Chapter 23 : Implementation of Job Shop Lean in a Forge Shop
Chapter 24 : Implementation of Job Shop Lean in a CNC Machine Shop
Chapter 25 : Implementation of Job Shop Lean Using a One-Cell-at-a-Time Approach
Chapter 26 : Educational and Training Resources for Job Shop Lean
Chapter 27 : Introduction to Value Network Mapping
Chapter 28 : Starter Advice for Implementing Job Shop Lean

Index