The lowest-priced, brand-new, unused, unopened, undamaged item in its original packaging (where packaging is applicable).Packaging should be the same as what is found in a retail store, unless the item is handmade or was packaged by the manufacturer in non-retail packaging, such as an unprinted box or plastic bag.See details for additional description.
30 black & white illustrations, 3 black & white tables
Table Of Contents
One Size Does Not Fit All What You Will Learn in This Chapter What Is Different about a Small to Medium-Sized Manufacturing Company? Branach Manufacturing: The Story of a Manufacturing SME How You Might Have Arrived at Where You Are-And How to Move Forward What Large and SME Manufacturing Managers Can Learn from One Another Key Points in Chapter 1 What Is Lean Manufacturing, and What Has It Got to Do with Small and Medium-Sized Manufacturers? What You Will Learn in This Chapter History and Relevancy of Lean Manufacturing Value and Waste Do a Waste Walk Four Rules of the Toyota Production System About Six Sigma Key Points in Chapter 2 References Deciding Where to Start Your Lean Journey What You Will Learn in This Chapter Where Not to Start Stability First: A Perfect Excuse for Procrastination First Decide: What Is the Problem We Need to Fix? Getting the Key People on Board Understanding the Barriers to Change Selecting the First Target for Improvement Why Work on the Most Important Value Stream First? Key Points in Chapter 3: Deciding Where to Start Your Lean Journey Make Your Product Flow: Redesign Your Process What You Will Learn in This Chapter Mapping Your Process with a Value Stream Map Defining Your Product Families Current State Mapping Tips What Are We Going to Make? What Is Your Finished Goods Strategy? Can You Combine or Eliminate Processes? How Do We Flow Products between Processes? Creating One-Piece Flow First-In-First-Out If FIFO Is Not Possible, Then Pull Controlling the Release of Work to Production Some Tips on Value Stream Mapping Pulling It All Together Key Points in Chapter 4 References Getting the Right Layout and Equipment What You Will Learn in This Chapter Don't Start Your Future Factory Planning at a Machinery Exhibition Planning Your New Factory: Put the Customer First Converting the Value Stream to a Layout Analyzing Capacity Developing the Layout Plant Layout Redesign Case Study: Sykes Racing Key Points in Chapter 5 Developing an Organizational Structure and the Leadership to Sustain It What You Will Learn in This Chapter Getting Started at Developing an Organizational Structure A Value Stream Structure for Middle Management Developing Front-Line Teams What's in a Name? Team Leader or Supervisor? Recruiting the Right People Developing People: You Cannot Recruit Your Way to Success When Things Go Wrong: Managing Poor Performance Key Points in Chapter 6 References Measuring Success: Selecting the Right Metrics What You Will Learn in This Chapter Keeping Score in Real Time What Are the Metrics in Your Business? Select the Most Important Metrics to Focus On Develop a Simple Measure of Production Output Metrics for Other Functions Delivery in Full and on Time (DIFOT): The Most Abused Metric in Manufacturing Overall Equipment Effectiveness (OEE) Key Points in Chapter 7 What Do I Make Next? The Keys to Production Planning What You Will Learn in This Chapter Controlling the Release of Work to the Factory: What Goes In Must Come Out Getting Processes Back in Balance and Keeping Them That Way Don't Start What You Can't Finish Planning Capacity Will a Software System Improve Your Production Planning and On-Time Delivery? What's Wrong with Using an ERP System to Plan Production? Case Study: Planning a Seasonal Operation: From ERP to Pull Key Points in Chapter 8 Reference What I Need When I Need It: Managing Materials What You Will Learn in This Chapter A Typical Material Supply Problem: How It Happens The Old Forecast Problem Unreliable Suppliers Developing a Plan for Every Part Working Out What to Order and Stock Reorder Point Kanban Systems Using Computerized Min-Max Systems Ordering from the Supplier Key Points in Chapter 9 Reference Developing Your Team What You Will Learn in This Chapter Can You Become a Lean Leader ? Regularly Spend Time on the Shop Floor Ask Why Five Times Keeping Track of Performance: Visual Management Meet Daily Planning on a Page: The A3 Plan Key Points in Chapter 10 Refere
Tim McLean is the founder and managing director of TXM, one of the Asia Pacific's leading Lean consulting companies. Tim was first introduced to Lean and Operational Excellence in the late 1980s as a young production manager of a small plastics extrusion plant, part of German global chemical manufacturer, Hoechst AG. Tim went on to lead a range of medium-sized manufacturing plants across the plastics molding, packaging, printing, and chemical industries for major companies, including Hoechst AG, Amcor, and PPG. Tim was fortunate to be coached by a succession of mentors steeped in the principles of Lean. As an operations manager and general manager, Tim then faced the real challenge of applying these theories to drive performance in his plants. After a successful 16-year career leading manufacturing operations, Tim turned down a transfer to Europe in order to set up TXM, a consulting business in Australia aimed at helping other manufacturing leaders like himself achieve their goals. TXM has since grown to be one of the leaders in Lean in Asia and the Pacific, operating from offices in Australia and China and carrying out projects with small, medium, and large manufacturers throughout the region. In line with Tim's experience and values, TXM has developed a reputation for delivering practical outcomes for manufacturers, especially SMEs. It is this experience that Tim has drawn on in writing Grow Your Factory, Grow Your Profits. Tim and TXM have an extensive network throughout the Asia Pacific region, and Tim is a frequent speaker at industry events, including the Association for Manufacturing Excellence Conferences, Lean Enterprise China, the International Society of Pharmaceutical Engineers, Australian Manufacturing Week, and many more. TXM has a weekly blog (www.txm.com.au/blog) to which Tim is a major contributor, and Tim's quarterly e-newsletter goes out to more than 2,000 manufacturing leaders around the region (www.txm.com.au/resources/newsletters ). Tim also provides articles to a wide range of manufacturing industry publications, including Australian Manufacturing Technology, Manufacturers Monthly, Australia-China Connections, China Sourcer Magazine, etc. Examples of these articles can be found at www.txm.com.au/resources/articles. Tim and TXM have a strong social media presence, primarily on LinkedIn, with over 1,000 connections, three groups (Australian Manufacturing Futures, Total Excellence Manufacturing, and Lean Support China), and regular and popular contributions to Lean interest groups across the globe. TXM also actively promotes its content via Twitter, Facebook, and a YouTube Channel (TXMLeanVideo).