Relentless Improvement: True Stories of Lean Transformations

Tracing the author’s decades-long continuous improvement journey, Relentless Improvement: True Stories of Lean Transformations walks readers through vivid shop floor experiences to convey a genuine feel for the environments in which Lean Six Sigma transformations occur. Recounting numerous Lean Six Sigma transformations, it illustrates the spectrum of successful operational tactics. The story starts just outside Detroit, Michigan in the 1970s when the auto industry was booming, and most people in the area worked in the car factories, or in one of the component factories that supplied the Big Three. The complexity and detail of the projects grow chapter by chapter. The book begins by explaining how to manage Lean basics such as applying 5S, shortening product cycle times, and creating standard work. It then progresses to factory Lean Six Sigma transformations. Providing implementation guidance geared to functions on the operational level, the book: Presents stories based on the author’s interactions with company leaders and shop-floor employees in the midst of great change Illustrates real-world plant politics and manufacturing situations using compelling stories Highlights valuable lessons learned at the end of each chapter Using an engaging story format, the book recounts the author’s career experiences to provide you with a real-world understanding of how to use Lean tools. The stories in the book illustrate everything from standard work and takt time to Kaizen events and Total Productive Maintenance. The text also includes accounts of "front end" or administrative processes such as product development and materials handling.

Table of Contents:
A Manufacturing Family Lessons Learned My First Factory Lessons Learned Maybe Not Lean, But Lean Things Do It Right the First Time Product Development Problem Solving Takt Time Standard Work Lessons Learned My First Process Improvement Project Leadership Nirvana Lessons Learned Process Improvement Project #2 The New Owners Are at the Gate Lessons Learned My Lean Journey Begins Water Spiders The Building Is on Fire Hazardous Spill Lessons Learned Outboard Marine Corporation — Marine Power Products Group Marine Power Product Group Purchasing Getting to Know the Gemba: The Product and the People OMC–Burnsville OMC – Calhoun Lessons Learned Jet Skis Lesson Learned Cylinder Sleeves Lessons Learned More Standard Work Lessons Learned Japan Mr. Yamata Are You Sure He Is Not Mad at Me? Closing Out the Audit Mouth Test Lessons Learned Multi-Plant Inventory Reduction Lesson Learned Bearing Shortage Lesson Learned Stickle Bricks: One-Piece Flow Affinity Diagram Lesson Learned The War Room Lesson Learned The Project Continues Design for Manufacture and Assembly Proven Technology versus High-Tech Lesson Learned Competitive Product Comparison Project: Boston Consulting Group Lesson Learned Lean Transformation # 1 The New plant manager The "Incentive" System Quality at the End of the Line The Aft Cabin Rate versus Quality Let’s Summarize The Loop The Transformation Begins 5S Quality: Stabilizing the Processes Quarter Drills: Production Status Boards Manufacturing Engineers/Process Improvement Technicians Lean Training Boot Stripe Rework Reduction: Defects, Non-Value-Added Rework Lesson Learned Where to Start Grinding and Flipping Fiberglass Decks: Waste, Rework, Transportation, Motion Fiberglass Small Parts Components Plant On Sabbatical Let’s Get Lean Lean Transformation #2 Process Improvement at Wellcraft Lamination Process Improvement Mold Care Project Assembly Process Improvement Implement 5S Quality Process Lean Six Sigma Cost Reduction Projects Product Development Lesson Learned Improve Design Engineering Process Lessons Learned Improve Materials Management Process Lean Transformation Strategies Elements of a Successful Lean transformation Develop a Lean Roadmap Get a Lean Leader Establish a Lean Steering Committee Establish a Lean Resource Plan Establish a Lean Team in the Company Establish and Communicate the Lean Vision for the Company Develop the Roll-Out Plan Implement the Plan Implement Relentless Improvement Map and Improve Support Processes Move to Advanced Lean Implement the Roll-Out Plan General Training: Lean Values, Overview 5S Implementation Map and Improve Value Streams Implement Lean Metrics and Visual Management Total Productive Maintenance (TPM) Align Product Development/New Product Launch with Lean Principles Deploy and Sustain Relentless Improvement Activities Map and Improve Support Processes Kaizen Events Move to Advanced Lean Miscellaneous Topics Various Surviving Organizational Politics Leadership How to Conduct a Process Mapping Event DAY 1 DAY 2 DAY 3 Index

About the Author :
Bill Trudell is a passionate manufacturing professional and scholar of Lean Six Sigma. He has worked in manufacturing for twenty-five years in positions ranging from assembly line worker to middle management roles to vice president of quality and process improvement. He is currently president of Relentless Excellence LLC. a Lean Six Sigma practice, and has led or been directly involved in Lean Six Sigma transformations and projects for more than twenty years leading three factory Lean Six Sigma transformations. Mr. Trudell graduated from the University of Tennessee and earned an MBA from Jacksonville State University. He holds the ASQ Certified Six Sigma Black Belt and the University of Michigan Lean Certificate. He is APIC and NAPM certified and has attended training at the University of Virginia’s Darden School of Business and Northwestern University’s Kellogg Graduate School of Management. Mr. Trudell co-authored Lean Six Sigma that Works published by AMACOM and his efforts were highlighted on the April 2007 cover of Composites Manufacturing Magazine. He currently offers Lean Six Sigma leadership services through http://www.RelentlessExcellence.com.