Lean Management System LMS:2012: A Framework for Continual Lean Improvement

The success of a Lean manufacturing program depends far more on organization-wide leverage of Lean manufacturing tools than it does on the tools themselves. To this the organization must add the human relations aspects that earn buy-in and engagement by all members of the workforce, to the extent that workers will react immediately and decisively to the presence of waste. The synergy of the human and technological aspects of Lean form what Henry Ford called a universal code for the achievement of world-class results in any enterprise, and which he put into practice to deliver unprecedented bottom line results. This book expands upon and systemizes this universal code into a structure or framework that promotes organizational self-audits and continuous improvement. The book's first section offers a foundation of four simple but comprehensive Lean key performance indicators (KPIs): waste of the time of things (as in cycle time), waste of the time of people, waste of energy, and waste of materials. The Toyota Production System's seven wastes are all measurable in terms of these four KPIs, which also cover the key metrics of Eliyahu Goldratt's theory of constraints: throughput, inventory, and operating expense. The first section then adds a proactive improvement cycle that sets out to look for trouble by isolating processes for analytical purposes and measuring and then balancing inputs and outputs to force all wastes to become visible. It is in fact technically impossible for any waste of material or energy to hide from what chemical engineers call a material and energy balance. Application of this book's content should therefore satisfy most provisions of the ISO 14001 environmental management system standard and the new ISO 50001 energy management system standard. The second section consists of an unofficial (and therefore customizable) standard against which the organization can audit its Lean management system. The unofficial standard is designed to be compatible with ISO 9001:2008 so internal auditors can assess both systems simultaneously. Each provision includes numerous examples of questions that promote audits in a narrative form as opposed to yes/no checklists or Likert scale ratings. The unofficial standard can also be downloaded (without the assessment questions) from the publisher's Web site. The third section elaborates in detail on the second and provides numerous real-world examples of applications.

Table of Contents:
The Need for a Lean Management Standard The Serpent in the Industrial Garden of Eden Lean, Six Sigma, or Both? Critical to Quality versus Critical to Lean LMS:2012 Development Considerations Organization and Implementation of LMS:2012 LMS:2012 Section I: Foundation of a Comprehensive Lean Management System LMS:2012 Section II: Voluntary and Customizable Lean Management System Standard LMS:2012 Section III: Supplementary Detail Lean Key Performance Indicators Waste of the Time of Things Waste of the Time of Things: Cycle Time Accounting Division of Labor and Variation Reduction Waste of the Time of People Waste of the Time of People in Service Activities Waste of Materials Waste of Energy Energy Efficiency Gap Analysis: Thought Process The Material and Energy Balance Steady State Assumption and Control Surface Application to Painting and Coating Operations Application to Steel and Aluminum Manufacture Application to Machining Operations Application to Power Generation Material and Energy Balance, Summary Do Not Use Carbon Emission Metrics Is Climate Change a Problem? Special Interests and the Climate Agenda The Cap-and-Trade Community Doesn’t Walk its Talk The Recommended KPIs Identify All Operating Wastes Lean KPIs and Goldratt’s Theory of Constraints Lean KPIs and the Toyota Production System Lean KPIs and Lean Manufacturing Techniques Waste of Capital Investment Non-Operating Processes and White Elephants Waste of Capital Assets in Operating Processes Summary: Lean Key Performance Indicators Integrated Lean Assessment Why IMAIS? Isolate Isolate versus Supply Chain Perspective Measure Assess Time of People versus Time of Things Energy versus Time of People and Time of Things Materials versus Time of People Improve Standardize Summary: IMAIS LMS:2012 Lean Management System Requirements Provision 4.1: General Requirements Provision 4.2: Lean System Documentation Provision 4.2.1: General Documentation Requirements Provision 4.2.2: Lean Manual Provision 4.2.3: Control and Retention of Documents and Records Organizational Responsibility Provision 5.1: Organizational Commitment Provision 5.2: Customer Focus Provision 5.3: Lean Management Policy Provision 5.4: Planning for Lean Operation Provision 5.4.1: Lean Objectives Provision 5.4.2: Lean System Planning Provision 5.5: Supply Chain Responsibility Provision 5.5.1: Responsibility Provision 5.5.2: Management Representative Provision 5.5.3: Supply Chain Communication Provision 5.6: Lean System Review Provision 5.6.1: General Requirements Provision 5.6.2: Review Input Provision 5.6.3: Review Output Lean System Infrastructure and Resources Provision 6.1: Resource Availability Provision 6.2: Workforce Training and Empowerment Provision 6.3: Facilities, Layout, and Supporting Services Provision 6.4: Work Environment, Ergonomics, and Motion Product or Service Realization Provision 7.1: Planning Provision 7.2: Customer Lean Operation Requirements Provision 7.3: Product, Process, and Service Design for Lean Provision 7.4: Purchasing: Lean Supply Chain Practices Provision 7.4.1: Deployment of Lean Requirements to Suppliers Provision 7.5: Lean Production and Service Provision 7.5.1: Lean Process Control Provision 7.6: Control of Gages and Instruments Provision 7.7: Supply Chain Management Provision 7.7.1: Customer–Supplier Relations Provision 7.7.2: Transportation Measurement and Continuous Improvement Provision 8.1: Measurement and Analysis for Continuous Improvement Provision 8.2: Monitoring and Audit Provision 8.2.1: Satisfaction of Customer Lean Requirements Provision 8.2.2: Internal Audit Provision 8.2.3: Measurement and Monitoring of Process or Service Provision 8.3: Containment of Nonconforming Product or Service Provision 8.4: Data Analysis Provision 8.5: System, Process, and Service Improvement Provision 8.5.1: Continuous Improvement Provision 8.5.2: Proactive Action Provision 8.5.3: Preventive Action DETAILS AND EXPANDED EXPLANATION Lean Management System: Details Process Perspective The Need for Documentation Lean Manual Control and Retention of Documents and Records Organizational Responsibility: Details The Need for Organizational Commitment Management Commitment Loses the Luddites Management and Workforce Commitment: Workforce Flexibility Management Commitment and Training Lean Management Policy Supply Chain Responsibility State of Self-Control Supply Chain Communications The Need for Internal and External Porosity Lean System Review Infrastructure and Resources: Details Workforce Training and Empowerment Facilities, Layout, and Supporting Services Work Environment, Ergonomics, and Motion Efficiency Product or Service Realization: Details Planning Design and Development for Lean Purchasing and Lean Supply Chain Practices Purchasing Process Lean Production and Service Lean Process Control Supply Chain Management Customer-Supplier Relations Transportation Measurement and Continuous Improvement: Details Measurement and Analysis for Continuous Improvement Proactive Action Additional Lean Environmental and Energy Practices Identification of Material and Energy Wastes Reduction of Material and Energy Wastes Supercritical Solvents Counterflow Rinse Systems in Semiconductor Processing and Metal Plating Get a Sail! Don’t Ship Air (or Water) Innovative Use of Mechanical Energy Economy of Scale in Renewable Energy Application to Agriculture Innovative Thinking in Transportation 4 Rs: Refuse, Reduce, Reuse, Recycle Conclusion Lean KPIs and CTL Characteristics IMAIS Improvement Cycle LMS:2012 Bibliography Index

About the Author :
William A. Levinson is Principal at Levinson Productivity Systems in Wilkes-Barre, Pennsylvania, USA.