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E-grāmata: Make Your Business a Lean Business: How to Create Enduring Market Leadership

, (3M Company, St. Paul, Minnesota, USA)
  • Formāts: 355 pages
  • Izdošanas datums: 19-Sep-2017
  • Izdevniecība: Productivity Press
  • Valoda: eng
  • ISBN-13: 9781351623339
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Make Your Business a Lean Business: How to Create Enduring Market LeadershipPalielināt
  • Formāts: 355 pages
  • Izdošanas datums: 19-Sep-2017
  • Izdevniecība: Productivity Press
  • Valoda: eng
  • ISBN-13: 9781351623339
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Make Your Business a Lean Business is a written by business leaders for business leaders as a how-to guide to building enduring market leadership. Written by authors with more than 60 years experience applying Lean to operations and businesses, this book will allow readers to understand Lean principles and apply practices to transform their business. It also













Shows readers how to transform their business to a Lean business using Lean philosophy, values, practice, and tools







Is a comprehensive Lean Enterprise Operational Management System implementation guide that defines the Lean Enterprise Business Model







Uses personal author experiences throughout the book to illuminate and reinforce concepts and practices







Provides insights and a roadmap so executives can take immediate action to start building a Lean business









Readers will be able follow a logical path aligning their business from strategy to detailed activity, thereby engaging their entire organization in becoming more competitive. It is the only true enterprise book about applying Lean to the entire business, and it provides business leaders with the understanding, approach, and tools to plan, align, and transform their business starting with their core business value proposition, business planning, disciplined goal and resource alignment, and implementation management.

Recenzijas

"I highly recommend [ this] book, a small investment that will help you deliver great shareholder value. Everybody can benefit from it, great reading."

-Patrick Deconinck, 3M Senior Vice President, Retired

"A must-read for those seeking to have a sustainable impact! Jerome Hamilton has been a student of Lean for many years. His unique insights, his learning from the masters of the Toyota Production System and his practical experiences leading and executing in multiple organizations are passionately demonstrated in this work. The Student has become the Coach and Teacher."

-Dr. Tracy Joshua, Vice President, Procurement, The Kellogg Company

"I would highly recommend this book to any leader who is looking to give their enterprise competitive advantage and truly become a Lean leader."

-Jon Hartman, Vice President - North American Operations, World Kitchen LLC "I highly recommend [ this] book, a small investment that will help you deliver great shareholder value. Everybody can benefit from it, great reading."

-Patrick Deconinck, 3M Senior Vice President, Retired

"A must-read for those seeking to have a sustainable impact! Jerome Hamilton has been a student of Lean for many years. His unique insights, his learning from the masters of the Toyota Production System and his practical experiences leading and executing in multiple organizations are passionately demonstrated in this work. The Student has become the Coach and Teacher."

-Dr. Tracy Joshua, Vice President, Procurement, The Kellogg Company

"I would highly recommend this book to any leader who is looking to give their enterprise competitive advantage and truly become a Lean leader."

-Jon Hartman, Vice President - North American Operations, World Kitchen LLC

"I have personally experienced the cultural and productivity impact of implementing Lean Enterprise Operational Management Systems multiple times during my career. These systems have the potential to transform complacent, stagnant, dying or even healthy growing businesses when properly implemented. This book contains great executive tools that help CEOs and their leadership teams navigate and plan the process that leads to implementation success. I wish you success on your journey."

-Rich Poque,President & CEO Retired, Remele Engineering

Authors xv
Introduction xvii
1 The Lean Enterprise Operational Management System Overview 1(20)
Origin and Evolution of Lean
1(1)
The Story
1(7)
Lean System
8(2)
LEOMS-World's Best Operational Model
10(4)
Lean System Values
14(1)
LEOMS Purpose
14(1)
Lean Enterprise Organization
15(1)
Lean Application Trends
16(1)
From Operational to Transactional Processes
16(1)
Product Design and Development
17(1)
IT
17(1)
Finance
18(1)
Human Resources
18(1)
Customer Service
18(1)
Marketing
18(1)
Sales
18(2)
From Manufacturing to Services Industries
19(1)
From the Shop Floor to the Enterprise
20(1)
References
20(1)
2 Why Lean Enterprise? 21(10)
What Is a Lean Enterprise?
21(1)
Why Should Every Enterprise Adopt the LEOMS?
22(5)
U.S. Company Sustainability
22(1)
Becoming a Lean Enterprise Will Enhance Strategic and Operational Competitiveness
23(4)
LEOMS Focuses Organizational Resources and Processes
27(1)
Five Demonstrable Reasons Why LEOMS Is the Best Operational Management System
28(2)
References
30(1)
3 Business Strategy-Driven Lean Enterprise 31(20)
Strategy-Driven Lean System
31(1)
How Does the LEOMS Increase Profit?
32(4)
Reduces Cost of Goods Sold
33(1)
Reduces Labor Costs
33(1)
Reduces Materials Cost
34(1)
Reduces Future Fixed Asset Cost
34(1)
Reduces Working Capital Cost
35(1)
Enables Increased Top Line Sales and Reduces SG&A Cost
35(1)
Enables Increased Brand Value
36(1)
Sales Growth
36(1)
SG&A Cost Reduction
36(1)
What Are the Requirements for Sustainable Market Leadership?
37(1)
Lean Enterprise
38(1)
Lean Enterprise Business Model
38(4)
Strategic Components
39(1)
Operational Model Components
39(3)
Lean Enterprise Business Model Implementation Framework-A Roadmap
42(8)
Summary
50(1)
Reference
50(1)
4 Engaging Leadership and Preparing the Culture Change Plan 51(44)
Assuring Organization-Wide Change Initiative Success
51(1)
Three to Five Year Implementation Time Horizon to Achieve Sustainability: Think Long Term, Act with Urgency
52(2)
Step 1 Lean Enterprise Implementation Transformation Leadership Engagement
54(4)
Top Leadership's Lean Enterprise Transformation Roles and Responsibilities
54(1)
CEO Must Get the Transformation Started Off on the Right Foot
54(2)
Top Leadership Team Engagement
56(2)
Step 2 Leadership Team Preparation for Success
58(2)
Learn Proven Approaches to Managing Transformational Change
58(1)
Leaders Must Develop a Working Understanding of the Lean Enterprise Operational System
59(1)
Step 3 Define Required Culture Changes
60(28)
Business in the Twenty-First Century
60(1)
What Is Organizational Culture?
60(1)
Culture as the Distinctive Differentiating Ingredient of Competitive Advantage
61(1)
NUMMI Motors Success Story
61(3)
Organization Culture Types and Assessment
64(2)
What Is Organizational Culture?
64(2)
A Framework to Understand and Change Culture
66(3)
Organizational Culture Profile
69(1)
The Preferred Company Culture for Lean Operational Management System Implementation Success
70(3)
Defining the Preferred Operations Culture to Enable the LEOMS
73(9)
Culture Change Example
82(3)
Midwest Manufacturing Company (MMC) Culture Change Example
82(1)
Midwest Mfg. Now and Preferred Culture Assessments
82(3)
Culture Change Strategic Action Agenda
85(1)
What the Change Means and Does Not Mean
86(2)
Step 4 Leadership Training and Development
88(2)
Lean Manager's Culture Change Responsibilities
88(2)
Management Skills Profile Assessment
90(2)
Ready to Go
92(1)
One Last Reminder
92(1)
References
93(2)
5 Lean Enterprise Transformation Preparation and Launch 95(52)
Enterprise Culture (Enabler or Disabler?)
95(1)
Lean Leadership-People and Process
96(3)
Lean Leadership Is about People and Process
96(1)
Senior and Middle Management Roles and Responsibilities
97(1)
Leading by Focusing on People and Process to Achieve Performance Excellence
98(1)
Winning by Process
98(1)
Lean Enterprises Have the "Mind of Toyota"
98(1)
Organization Structure and Business Process Design
99(1)
The Lean Enterprise Organizational Structure
99(1)
Lean Enterprise Operational Management System
99(3)
Process Design
102(1)
Problem Solving
103(2)
PDCA-Plan-Do-Check-Act
104(1)
Frontline Management and Team Members
105(3)
Team Leader Role
105(1)
Team Member Role and Selection
106(1)
Getting a Financial Return by Creating a Culture through Investing in People
106(2)
Lean Enterprise Operational Planning and Execution Management
108(10)
Hoshin Kanri-The LEOMS's PDCA Business Planning Process
108(1)
Effects of Misalignment
109(3)
The Solution-Hoshin Kanri Purpose
112(6)
Why Hoshin Kanri?
113(1)
True North
113(1)
Lean Enterprise Planning and Execution Management
114(1)
X-Matrix
114(1)
Catch Ball
115(1)
A3
116(2)
When Is an A3 Required?
118(1)
Who Does the A3?
118(1)
Applying A3 within the Hoshin Kanri Process
118(2)
Periodic Review Process, the C in PDCA-Bowler
118(2)
Hoshin Kanri Implementation Key Success Factors
120(4)
Management Must Own the Process
120(1)
Participation Spans All Management Layers
121(1)
Identify and Ask the Right Questions
121(1)
Deviation Requires Immediate Containment
121(1)
Schedule and Perform Audits Regularly according to the Plan
122(1)
Communicate Results and Hold the Organization Accountable
122(1)
Organizational Deployment Approach and Model
122(2)
Manage Implementation through an Executive Level Lean Leader
124(1)
Training Process
124(4)
Training Method
124(2)
Audit and Review
126(1)
Review and Finalize the Business Case
127(1)
What Is the Compelling Vision? Formulating and Communicating the Cause
128(1)
Creating Sustainable Competitive Advantage-Ten Steps to Success
129(10)
Step 1 Commit to Investing in Startup Resources
129(1)
Step 2 Manage the Plan
130(1)
Step 3 Anticipate and Plan How You Will Overcome Resistance to Change
131(2)
Step 4 Develop a Communication Plan
133(1)
Step 5 Launch Lean Enterprise
134(1)
LEOMS's Launch Readiness Assessment
134(1)
Step 6 Selecting and Training the Implementation Teams
135(1)
Step 7 Make Lean Enterprise a Company Wide Reality
135(1)
Step 8 Build and Maintain Momentum by Achieving Early Results
136(1)
Step 9 Relentless Pursuit of the End State
136(1)
Step 10 Conduct Regular Operational Reviews at All Levels
137(2)
Wave 1: Strategic Alignment
139(1)
Launching the LEOMS Implementation
140(1)
MMC Hardwiring Strategic and Operational Plan TTI's
141(1)
MMC LEOMS Implementation Plan
142(3)
LEOMS Implementation
145(1)
Adopting the LEOMS
145(1)
References
146(1)
6 Lean Enterprise Operational Management System Factory Operations Implementation 147(70)
The Goal of LEOMS's Seven Waves
148(1)
LEOMS's Wave Implementation Model
149(1)
Implementation Schedule
150(1)
LEOMS's Leadership
151(2)
Developing Team Members into an Army of Problem-Solving Scientists
153(2)
Leaders as Teacher and Coaches
153(1)
Train the Trainers
154(1)
Team Members' Organizational Role and Responsibilities
155(2)
Training Method
157(1)
Lean Coach Development Assessment
157(2)
Wave 2
159(1)
VSM Assessment and Future State
159(1)
Wave 2 LEOMS Implementation Dashboard
159(1)
Plant Material Flow Plan Target State
160(1)
Defining Value Streams
161(1)
VSM-Assessing the System and Planning Improvement
162(2)
Goal: Achieve the Value Stream "Target State"
164(11)
Step 1 Value Stream Mapping Example: MMC
165(2)
Shipping
165(1)
Packaging
166(1)
Assembly
166(1)
Slitting, Forming, and Painting
167(1)
Current State Value-Added Time and Performance
167(1)
Step 2 Creating the Future State
167(2)
Step 3 Third, Future State, and Current State Maps Are Compared to Define Improvement Projects
169(4)
MMC Value Stream Improvement Projects
170(3)
Initiate PFEP
173(1)
Define and Manage Projects Using A3 and Bowler
173(2)
Wave 3
175(11)
Building the Foundation: Wave 3
175(2)
Continuous Improvement through Problem Solving
177(8)
Practical Benefits of 5S
181(1)
Engagement Starts Now-Start Creating the Ninjutsu
182(3)
5S Scorecard
185(1)
Set Up Glass Wall Areas
185(1)
Wave 4
186(14)
Redesigning Work Cells: Wave 4
186(1)
Work Cell Redesign
187(6)
Effective Process Design
188(5)
The Natural Law of Waste
193(1)
Creating a "Run to Standard and Target" Culture
193(6)
Discipline in Process
193(6)
Improvement Progress through Wave 4
199(1)
Wave 5
200(5)
Creating Synchronized Flow
200(1)
Creating Level Pull across Value Stream Systems
201(1)
Creating Finished Good Supermarkets
201(1)
Regulating the System Rhythm-Pacemaker
201(1)
In-Process Supermarkets
202(1)
Create Integrated Material Delivery Routes
202(1)
MMC Generation 2 Current State Value Stream Map
203(2)
Wave 6
205(7)
Continuous Improvement
205(1)
Organizational PDCA Responsibilities
206(1)
Continuous Improvement Cycle
207(5)
Wave 7
212(2)
Annual Strategic Planning Process
212(1)
Build Expected Benefits into Annual Business Planning
213(1)
Summary
214(1)
References
214(3)
7 Applying the LEOMS to Enterprise Supply Chains 217(38)
SCOR Supply Chain Design, Assessment, and Improvement Processes
219(2)
SCOR Level 1
221(1)
SCOR Levels 2 and 3
221(2)
SCOR Level 4 Work Flow and Level 5 Automation
223(1)
SCOR Metrics
224(3)
Supply Chain Improvement Example: MMC
227(26)
Strategy-Driven Supply Chain Design, Operation, and Improvement
227(1)
MMC Business Situation Analysis
228(1)
MMC Value Discipline and Proposition-Driven Supply Chain Design, Operations, and Improvement
229(3)
Value Proposition and Strategy Drive Operational Attributes and Metric Dashboard
232(2)
Creating Supply Chain Dashboards
232(2)
Reviewing Strategy
234(2)
SCOR Benchmarking Results
234(1)
Analyzing Competitors
235(1)
Determining Parity, Advantage, and Superior Performance
236(1)
Financial and Operational Benchmarking Sources
237(1)
MMC Market Situation Analysis
237(1)
Creating Value for Customers
238(1)
Gathering Customer Information
238(2)
Year 2 Business Plan
240(1)
MMC Business Current State
240(1)
MMC Year 2 Operational Improvement Plan
240(1)
Business Plan Operational and Financial Targets to Improve
240(1)
Expected Competitive Improvement
241(1)
Improving Supply Chain Performance to Meet the Targets
242(1)
Supply Chain Current State
242(1)
Diagnosis-Find Opportunities to Improve
243(1)
Documenting the Supply Chain Current State
243(3)
Setting Supply Operational Improvement Targets
246(1)
Establishing Benchmark Targets
247(1)
Supply Chain Improvement Plan
248(1)
MMC Year 2 Results
249(1)
MMC Year 2 Operational Review
249(1)
Benchmark Review
249(2)
Supply Chain Competitive Strategy Assessment
251(1)
Enabling the Supply Chain
252(1)
References
253(2)
8 LEOMS Application to Transactional Processes 255(24)
Taiichi Ohno's LEOMS Vision
255(1)
From Manufacturing to Services Industries
255(2)
LEOMS Aligns Organizations to Increase Productivity and Quality
257(1)
From the Shop Floor to the Enterprise
258(1)
From Supply Chain Operational Processes to Transactional Processes
259(1)
Increase Marketing Professionals' Value-Added Time
259(1)
Increase Sales Representatives' Value-Added Time
259(1)
In6-ease Customer Service Representatives' Value-Added Time
260(1)
Increase Product Development and Commercialization Processes' Value-Added Time
260(1)
Increase Human Resources' Value-Added Time
261(1)
Increase Finance and Accounting Services' Value-Added Time
261(1)
Increase IT Professionals and Systems' Value-Added Time
262(1)
What Is the Process and Where to Start LEOMS's Business Process Improvement Implementation?
263(1)
Segment Enterprise Business Processes
263(1)
Continuous Improvement Purpose and Goal
264(1)
Strategic Processes
265(1)
Core Processes
265(1)
Infrastructure Processes
265(1)
MMC Transactional Process Segmentation
265(1)
Preparing Organizations for Continuous Process Improvement
266(1)
Engaging Department Team Members to Improve Their Processes
266(2)
Transactional Business Process Mapping
268(1)
MMC Order Fulfillment Process Improvement
269(2)
Improving the Order Fulfillment Process
271(1)
MMC Current State Order Fulfillment Process
271(1)
Creating the MMC Order Fulfillment Process Future State
272(1)
Define Required Improvements
273(2)
Year-End Review
275(1)
Factory Operations Report
275(2)
Review Wrap-Up
277(1)
References
278(1)
Appendix I: Book Resources for Practitioners 279(4)
Appendix II: Taiichi Ohno Core Lean 283(22)
Appendix III: Cameron and Quinn's Culture Change Methodology Value 305(2)
Appendix IV: Benchmark Data Sources 307(2)
Appendix V: Validation of the LEOMS's Value 309(2)
Index 311
3M Company, St. Paul, Minnesota, USA
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