The Birth of Lean Craft Production Mass Production Ford System Other Developments Growing Dysfunction Worker Alienation Quality Machinery Engineering Birth of Lean Production Historic Bargain A Novel Concept A Virtue of Necessity Completing the Lean Revolution at Toyota Summary Reference Endnotes Study Questions Lean Production System Why Lean Production? New Economics Systems and Systems Thinking The "Thinking Way" Basic Image of Lean Production Customer Focus Muda Motion Delay Conveyance Correction Overprocessing Inventory Overproduction Knowledge A Word of Caution Mura Muri Summary Endnotes Study Questions Stability Lean System Standards Visual Management 5S System S1--Sort S2--Set in Order S3--Shine (and Inspect) S4--Standardize S5--Sustain Total Productive Maintenance Key Measures Six Big Losses The Machine Loss Pyramid Small-Group Activity Summary Endnotes Study Questions Standardized Work Methods Engineering versus Lean Thinking What Do We Have to Manage? Maximize Utilization of Machines or People? Labor Density Why Standardized Work? Prerequisites for Standardized Work Elements of Standardized Work Takt Time Takt Time and Cycle Time Work Sequence In-Process Stock Charts Used to Define Standardized Work Production Capacity Chart Manpower Reduction Overall Efficiency Versus Individual Efficiency Standardized Work and Kaizen Guidelines for Economy of Motion Guidelines for Layout and Equipment Guidelines for Tools and Jigs Common Layouts Islands Connected Islands Connected Islands with Full-Work Control Cells Summary Endnotes Study Questions Just-in-Time Production Why JIT? Basic Principles of JIT Continuous Flow Pull The JIT System Kanban Kanban Metaphors Pacemaker Process The Store Six Kanban Rules Expanded Role of Conveyance How Frequently Should We Provide Production Orders? Quick Adjustment to Demand Changes or Other Sources of Instability Better Sense of Takt Time Fewer Peaks and Valleys Abnormality Control Two Kinds of Conveyance Production Leveling Responding to Changes in Customer Demand Heijunka Box Three Types of Pull Systems Type A Pull System Type B Pull System Type C Pull System Value Stream Mapping Summary Endnotes Study Questions Jidoka Development of the Jidoka Concept Why Jidoka? How to Improve Human Reliability Poka-Yoke Common Errors Inspection Systems and Zone Control Judgment Inspections--Discovering Defects Informative Inspections--Reducing Defects Source Inspections--Preventing Defects Vertical Source Inspections Horizontal Source Inspections Using Poka-Yokes Two Types of Action Three Paths to Poka-Yoke Poka-Yoke Detection Methods Implementing Jidoka Annual Jidoka Strategy and Goals Future Directions Summary Endnotes Study Questions Involvement Why Involvement? Terrible Waste of Humanity Activities Supporting Involvement Goal of Involvement Kaizen Circle Activity Structure of KCA KCA Training KCA Administration KCA Promotion Role of the Manager Practical Kaizen Training Key Factors for PKT Success Communication Grasping the Situation Problem Solving Role of the Supervisor Suggestion Programs Hassle-Free Process and Clear Rules Tangible Suggestions Intangible Suggestions Quick Decision-Making and Feedback Fairness Promotion Extrinsic and Intrinsic Motivation How to Motivate Suggestions Quantity First--Then Quality Annual Culture Hoshin Summary Endnotes Study Questions Hoshin Planning What Is Planning? Why Plan? Problems with Planning How Do We Create Flow? Hoshin Planning Focus of Hoshin Planning Alignment and Flexibility Hoshin Planning System PDCA Check Outcomes and Process Strengthen People Nemawashi Catchball The Control Department17 Concept A3 Thinking History of Report Writing Common Report-Writing Problems The Four Phases of Hoshin Planning Hoshin Generation Hoshin Deployment Output of Hoshin Deployment Hoshin Implementation Hoshin Evaluation Book of Knowledge Summary Endnotes Study Questions The Culture of Lean Production What Is Lean Culture? PDCA Grasping the Situation Plan Do Check Act Reflection--Breakfast of Champions Warm Heart Principle Standardization Standards and Abnormality Control Visual Management Teamwork Paradox Intensity Lean Production as a Path How Does Lean Culture Feel? Summary Final Comments Endnotes Study Questions Appendix A: Glossary Appendix B: Bibliography ory Overproduction Knowledge A Word of Caution Mura Muri Summary Endnotes Study Questions Stability Lean System Standards Visual Management 5S System S1--Sort S2--Set in Order S3--Shine (and Inspect) S4--Standardize S5--Sustain Total Productive Maintenance Key Measures Six Big Losses The Machine Loss Pyramid Small-Group Activity Summary Endnotes Study Questions Standardized Work Methods Engineering versus Lean Thinking What Do We Have to Manage? Maximize Utilization of Machines or People? Labor Density Why Standardized Work? Prerequisites for Standardized Work Elements of Standardized Work Takt Time Takt Time and Cycle Time Work Sequence In-Process Stock Charts Used to Define Standardized Work Production Capacity Chart Manpower Reduction Overall Efficiency Versus Individual Efficiency Standardized Work and Kaizen Guidelines for Economy of Motion Guidelines for Layout and Equipment Guidelines for Tools and Jigs Common Layouts Islands Connected Islands Connected Islands with Full-Work Control Cells Summary Endnotes Study Questions Just-in-Time Production Why JIT? Basic Principles of JIT Continuous Flow Pull The JIT System Kanban Kanban Metaphors Pacemaker Process The Store Six Kanban Rules Expanded Role of Conveyance How Frequently Should We Provide Production Orders? Quick Adjustment to Demand Changes or Other Sources of Instability Better Sense of Takt Time Fewer Peaks and Valleys Abnormality Control Two Kinds of Conveyance Production Leveling Responding to Changes in Customer Demand Heijunka Box Three Types of Pull Systems Type A Pull System Type B Pull System Type C Pull System Value Stream Mapping Summary Endnotes Study Questions Jidoka Development of the Jidoka Concept Why Jidoka? How to Improve Human Reliability Poka-Yoke Common Errors Inspection Systems and Zone Control Judgment Inspections--Discovering Defects Informative Inspections--Reducing Defects Source Inspections--Preventing Defects Vertical Source Inspections Horizontal Source Inspections Using Poka-Yokes Two Types of Action Three Paths to Poka-Yoke Poka-Yoke Detection Methods Implementing Jidoka Annual Jidoka Strategy and Goals Future Directions Summary Endnotes Study Questions Involvement Why Involvement? Terrible Waste of Humanity Activities Supporting Involvement Goal of Involvement Kaizen Circle Activity Structure of KCA KCA Training KCA Administration KCA Promotion Role of the Manager Practical Kaizen Training Key Factors for PKT Success Communication Grasping the Situation Problem Solving Role of the Supervisor Suggestion Programs Hassle-Free Process and Clear Rules Tangible Suggestions Intangible Suggestions Quick Decision-Making and Feedback Fairness Promotion Extrinsic and Intrinsic Motivation How to Motivate Suggestions Quantity First--Then Quality Annual Culture Hoshin Summary Endnotes Study Questions Hoshin Planning What Is Planning? Why Plan? Problems with Planning How Do We Create Flow? Hoshin Planning Focus of Hoshin Planning Alignm.