The New Lean Toolbox by John Bicheno

Price: $82.50 You can read all the major "lean" management works of the last ten years or you can read 'The New Lean Toolbox'. Not only does this unique book incorporate the very latest in Lean, but also provides the reader with practical examples, methodology, and references to go with it. The New Lean Toolbox is the essential quick reference guide to the concepts and techniques of Lean Operations and the Lean Enterprise. The Third Edition incorporates new and updated sections representing a considerable upgrade, reflecting the huge progress made in the Lean body of knowledge over the past three years. The Lean Toolbox is the ultimate summary book dealing with Lean Thinking. Lean Thinking is about developing competitive advantage in a business, industry or supply chain by eliminating waste right across the value stream and directing activity and resources only at those steps that add customer perceived value. The book will help extend Lean beyond manufacturing hence The New-Lean. Download: Click to download the order form

Contents Philosophy Lean Fast flexible flow The 5 Lean principles The 20 Characteristics of Lean Value Waste (Muda) Agile Operations Time based competition Gemba Lean Frameworks Transformation Value, Strategy, Planning, Deployment Manufacturing Strategy The Kano model Scenarios The Right Supply Chain Value Stream Economics Disruptive technologies Time pacing The essential Paretos Policy Deployment Master Schedules Preparing for Flow Takt Time and pitch time Activity timing and work elements 5S Standard work and standard operating procedures Total Productive maintenance (TPM) Visual Management Changeover Reduction Small Machines, Avoiding Monuments and thinking small Demand Management Mapping, Audits and Analysis The Value Stream Implementation Cycle Mapping Overview Brown Paper Chart Product Family Analysis Overall Lead Time Map Seeing the whole Supply Chain Mapping Learning to see Maps Spaghetti Diagrams Quality Filter Mapping Demand Amplification Mapping Activity Sampling Cost time profile Order Tracking Information Value Stream Map Service Bluprinting Process Activity Mapping Lean Audits and Principles Schonberger s Principles Kobayashi s 20 Keys Rapid Plant Assessment Route Learning Maps Creating the Future State (1) Creating the Future State (2) Theory of Constraints and Factory Physics Throughput, inventory, operating expense Dependent events, statistical fluctuation The synchronous rules Laws of Factory Physics Drum, buffer, rope The TOC Improvement Cycle Quality A Framework for Lean Quality Six Sigma Mistake Proofing (Pokayoke) Bringing Lean and Six Sigma together Improvement PDCA, DMAIC and Improvement Cycles Organising for Improvement Continuous Improvement Approaches Kaizen Improvement or ‘Blitz events Mess Management Root Causes A Warning on Lean Improvement People and Sustainability Basics Culture? Change The Adoption Curve Ubuntu and Kyosei Meetings and Memos Sustainability New Product Development and Introduction Design for Six Sigma 4 Objectives and 6 Trade-offs Critical Chain and Lean Project Management Simultaneous and Concurrent Engineering Mass Customisation, Modularity and Platforms Design for Manufacture Quality Function Deployment Value Engineering and Value Analysis TRIZ Concept Screening New Products Ramp Up Lean Supply Supply Chain Thinking Lean Supply Chain Basics Supplier Strategy and Rationalisation The Bullwhip Effects and Amplification Milkrounds Supplier Partnerships Supplier Associations Accounting and Measurements Lean Accounting Activity Based Costing Basic Measures for Lean Relevant and Distant Measures The Basic Measures QCDMMS DTI 7 Measures Schonberger s Micro JIT Ratios Supply Chain Measures The Performance Prism Balanced Scorecard Target Costing, Cost Down, Kaizen Costing View Cause & Effect Lean

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Foreword – by Peter Hines I am frequently asked by firms on their lean conversion journey what should they read. Another question often asked involves finding out what tools should be used. A third involves how do apparently competing subjects such as lean, theory of constraints and six sigma fit together. My usual response refers people to this publication and its forerunners. The New Lean Toolbox sets out in a clear and reader friendly way how lean fits together. It is an invaluable resource for staff right across an organisation. It provides a ready reckoner for directors wanting to know what is going on in their business, a guide to the improvement agent as well as an insight to those involved as part of a project team. Whilst no organisation will ever use all of the tools illustrated here, understanding what is available and how these can be pulled to the needs of the organisation is an excellent starting point. Those who are likely to be most successful will integrate their approach into a systematic change programme taking into account the needs of the customer, business strategy as well as the needs of the people in the business. In order to start from the right place I would suggest reading this publication right through at an overview level before developing your own implementation plan. After that it will be a handy reference text towards your own desired future state. Good Luck on your lean journey. Professor Peter Hines Director Lean Enterprise Research Centre © Picsie Books, 2003

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