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95 black & white illustrations, 3 black & white tables
Unsewn / adhesive bound
2nd Revised edition
Table Of Contents
My Journey of Lean Learning: Eleven Corporate Transformations Deere & Company Rockwell International Jake Brake (Danaher) HON Company Summary What Is Lean? What Toyota Does Two Pillars Identifying and Removing Waste A Problem-Identifying and Problem-Solving System Six Sigma or Lean...or Both? Summary Notes Measurement Can Be Easy Understanding Financial Measures: Personal Examples Toyota's True North Metrics How High Is High? The Four True North Metrics In Detail Quality Improvement Delivery/Lead Time/Flow Improvement Cost/Productivity Improvement Human Development Linking the True North Metrics with Financial Measures Summary Notes Value Stream Analysis Provides the Improvement Plan-And Kaizen Events Make It Happen Taking a Walk to Create an Initial-State VSA Initial-State VSA and the True North Metrics Helping You See the Waste Brainstorming to Create an Ideal-State Value Stream Creating a Future-State Value Stream Improvement Goals Work Plan and Responsibilities The Rule of 5x A Model Value Stream The Power of Weeklong Kaizen Events Summary Notes Tactical Organizational Practices The n/10 Rule Designing Improvement Teams Key Event Failure Mode The 3 Percent Guideline Selecting People for the Full-Time Improvement Team Selecting the Leader for the Dedicated Lean Team The Watlow 3 Percent Experience Administrative Teams Redeployment Other Lean Training Summary Strategic Organizational Practices Understanding Governance Immersion Guiding Coalition Communication Lean Simulation Strategy Deployment Antibodies Lean Year by Year Year One Year Two Year Three Year Four Summary Building a Lean Culture Defining Culture The Building Blocks of Lean/Toyota Culture Serve the Customer Seek What's Right, Regardless Decide Carefully, Implement Quickly Candidly Admit Imperfections Speak Honestly and with Deep Respect Go See and Listen to Learn (Genchi Gembutsu) Deliver on Meaningful Challenges Be a Mentor and a Role Model The Action Plan Giving Your Leadership Team Personal Experience Daily Improvement Challenging Your Team to Build Knowledge Summary A Final Thought Author's Note Note Appendices: A Lean Tutorial Building a Sustainable Lean Culture-The Watlow Way Watlow's Enterprise Visual Management System-Mission Control The Origin of Simpler's Transformation ContinuumSM Red River Army Depot-Accelerating Lean through Leadership Immersion A New Product Design System That Uses Lean Principles Autoliv-Empowered to Solve Problems
George Koenigsaecker is a principal investor in several Lean enterprises. He is a board member of the Shingo Prize (the international award for Lean enterprises ), the Association of Manufacturing Excellence, the ThedaCare Center for Healthcare Value, Baird Capital Partners, Gefinor Venture Partners, Simpler Consulting, and Watlow Electric Corporation. From 1992 until 1999, Koenigsaecker led the Lean conversion of the HON Company, a $1.5-billion office furniture manufacturer. During this period, his efforts led to a tripling of volume and culminated in HON Industries being named by IndustryWeek magazine as one of the World's Best Managed Companies. Prior to this time, Koenigsaecker was with the Danaher Corporation, where he was president of the Jacobs Vehicle Equipment Company (whose Lean conversion is featured in the book Lean Thinking by Jim Womack and Dan Jones) and group president of the Tool Group, then the largest business unit of Danaher. In addition to leading the Lean conversion of these operations, Koenigsaecker developed and implemented the Danaher Business System, a comprehensive Lean enterprise model. In addition, Koenigsaecker has held senior management positions in finance, marketing, and operations with Rockwell International and Deere & Company. He is a graduate of the Harvard Business School. George Koenigsaecker was inducted into IndustryWeek's 2010 Manufacturing Hall of Fame for his years of experience leading successful Lean management transformations across a multitude of organizations.