Applied Lean Business Transformation-0

Applied Lean Business Transformation

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A Complete Project Management Approach
By Dennis Hobbs
Hardcover, 6×9, 520 pages
ISBN: 978-1-932159-79-0
September 2011

ISBN: 978-1-932159-79-0 Category:

Description

The advertised benefits and those being touted from numerous Lean factories today are just too great to ignore. Not only can companies save time and money and increase market share, but they can achieve product differentiation from their competitors, which is the single best reason for implementing Lean.

Applied Lean Business Transformation was written for manufacturers who have taken the initiative to implement a Lean operating system but haven’t achieved the expected results, and for those convinced of the benefits of Lean but don’t know how to go about achieving a successful Lean transformation. Often, fear of a new system causes a guarded, conservative, safe, minimum-to-low risk approach to be taken. An approach to business transformation so safe that no traditional systems are challenged will no doubt result in few benefits being achieved.

This valuable guide is presented in three parts. Part One explains the decision-making process for determining whether a Lean business transformation is a good solution for your enterprise. Part Two explains the mechanics of the Lean transformation process. Part Three discusses the need to change goals to support the Lean operating system with new performance measurements to re-enforce Lean throughout the enterprise. This unique book also includes the means for estimating realistic operational benefits, return on investment, and potential increased product or service market share.

Key Features

  • Presents a set of business tools for mathematically determining whether a transformation to a Lean operating system would be a good financial decision for your organization
  • Provides a functional set of tools for designing, maintaining, improving, and operating a Lean system, and objectively deriving and reporting results
  • Describes how to redesign service, transactional, and administrative processes into multi-process cells to complete tasks in the sum of their work content time, and how to start and operate a Lean line on a daily basis
  • Explains how traditional planning methods and goals must be modified to work in concert with a Lean operating system
  • WAV offers downloadable standard work and operation definition templates, a Lean line control board, a line start-up checklist, and other aids — available from the Web Added Value™ Download Resource Center

About the author(s)

Dennis Hobbs has nearly 40 years of line and staff experience including 20 years in materials and operations management in both the pharmaceutical and electro-mechanical manufacturing industries. He led project teams in the implementation of two different MRP systems and was subsequently responsible for the daily operation of those systems. During the last half of his career, Mr. Hobbs has concentrated on the consulting and education of Lean manufacturing systems. Since 1994, he has trained over 2500 manufacturing professionals at all organizational levels in the methodologies of Lean manufacturing.

Mr. Hobbs has spoken at several APICS annual conferences and numerous local chapter meetings. In addition to the US, he has presented his Lean Manufacturing Implementation workshop in New Zealand, Australia, China, Thailand, Malaysia, Singapore, Indonesia, Philippines, Egypt, Jordan, UAE, Bahrain and Belarus. He has also completed lean manufacturing consulting engagements in the US, Mid-East, Pacific Rim, and Europe. This is his second book on the subject of lean.

Table of Contents

Introduction

Part I: Making the Case for Lean Transformation

Chapter 1: Waste in Traditional Manufacturing 
Chapter 2: The Lean Operating System—A Different Way of Thinking 
Chapter 3: Identifying the Benefits of a Lean Operating System

Part II: The Business Transformation

Chapter 4: A Lean Business Transformation Is Not a Grass-roots Project—It Must Be Led 
Chapter 5: Transforming the Company to Operate as a Lean System
Chapter 6: Identification of Processes Required to Produce Lean Line Products
Chapter 7: Resource Identification and Lean Line Design
Chapter 8: Component Material Strategies
Chapter 9: Operation of the Material System & Supplier Certification

Part III: Expanding Applied Lean Manufacturing Throughout the Enterprise

Chapter 10: A Process is a Process—Lean Methods Are Applicable to any Series of Processes
Chapter 11: Taking Lean Technology to the Next Level
Chapter 12: Lean across the Enterprise
Index

Reviews

“Applied Lean Business Transformation does a masterful job of engaging the reader in how to achieve the benefits of Lean using a project management approach.”
—Raymond A Zipprich, COO and CFO, Surgical Instrument Manufacturers, Inc.

“Organization-wide adoption and serious implementation of the approach and tools described in this book can lead to business transformation and continual improvement, and support your objective of optimum resource utilization.”
—Bhupesh Sood, GM Strategic Initiatives and Group Operations, ICL Group

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