What is Lean Manufacturing
The Concept of Pull
Table: Differences Between Job Shops & Mass Production Manufacturing
Muda, Japanese for Waste
The Concept of Flow
The Concept of Continuous Improvement
Lean Manufacturing in Job Shops
The Essential Difference
Speed to Market
How Cutting Lead Time Improves Performance and Profitability
The Mother Lode
Key Points

Chapter 2: Process Thinking

Process Defined
Graphic: Example of Job Shop Organization Structure
Graphic: Job Shop Business Process
Task Time vs. Chronological Time
Graphic: Faces and Vases
Process Analysis
Key Points

Chapter 3: Process Analysis Applied: Sales and Estimating

Turning RFQ’s Around Quickly
Graphic: A Typical RFQ to Order Process
Graphic: Time from Quote to Order
Process Analysis Applied
Receiving Information from the Customer
Graphic: Communications Between Customers & Suppliers
Actions You Can Take
Preparing the Estimate
Bid Pricing
Bid Preparation and Communication to the Customer
Process Step Delays
Marketing and Sales
Identify and Target Additional Industries
Advertising and Promotion
Key Points

Chapter 4: Cutting Time in Pre-Production Areas

Preproduction Defined
Order Entry
Delays in Order Entry
Production Planning, Engineering, Materials Management, Purchasing
Graphic: Organization of Preproduction Functions
A Note on Master Scheduling
Purchasing and Materials Management
Engineering
Sources of Delays in Engineering
Summary of Actions to Reduce Delays in Preproduction Areas
Key Points

Chapter 5: The Shop Floor

Recognizing Two Businesses Under the Same Roof
Graphic: Job Shop and Build to Stock Manufacturing
Organizing by Type of Demand
Graphic: Example of a Job Shop Organized by Type of Demand
Managing Extensive and Complex Manufacturing Processes
Reducing Set-Up Time
Process-Step Value Analysis
Revising Over-Determined Quality Program
Targeting Rework
Closing the Loop
Graphic: A Well Designed Shop Floor Router
The Computer is Not the Solution
Accelerating Cash Flow
Listen to Your Customers
Key Points

Chapter 6: Continuous Improvement

Graphic: What Does Continuous Improvement Look Like?
Using Performance Improvement Teams
Establishing a Performance Improvement Team
A Continuous Improvement Caveat
Installing a Weekly Management Report
How to Construct a Weekly Management Report
Graphic: Example of a Weekly Management Report
Selecting the Metrics
Installing the Management Report
How to Use the Management Report
Graphic: Using a Weekly Management Report
Key Points

Chapter 7: Implementation

Implementation Defined
Requirements for Effective Implementation
Start Small
Organize for Implementation
Provide Leadership
Ensure Understanding and Commitment among Key People
Develop a Plan and Schedule
Maintain Momentum
Get Some Help
Measure Results and Provide Feedback
Avoid Typical Implementation Pitfalls
Lack of Skill
Solution in Search of a Problem
Overkill
Poor Prior Experience
Time Frame Too Short
Key Points

Part II: Solution Strategies for Common Job Shop Problems

Chapter 8: When Scheduling is out of Control

Redefining the Problem
Case Example
Schedule Defined
Static Scheduling
The Fallacy of Static Scheduling
The Concept of Dynamic Scheduling
Change Your Paradigm
Fix Organization Disconnects
Scheduling is Not a Clerical Activity
Develop a Scheduling Strategy
Managing Extensive and Complex Manufacturing Processes
Case Example:
Key Points

Chapter 9: Hockey Stick Blues

Problem Solving vs. Problem Amelioration
Hockey Stick Dynamics
Setting the Stage for the Next Month
A Combination of Factors
What You Can Do
Install a Weekly Management Report
Adopt a Weekly Focus
Input Control
Using Information Appropriately
Incremental Work Out Strategy
Measure and Monitor Trends
Graphic: A Gradually Improving Hockey Stick Condition
Key Points

Chapter 10: The Thorny Issue of Job Shop Overhead

Problem Defined
Limitations of Traditional Methods
Labor Hours
Machine Hours
Materials
The Market Doesn’t Care
Defining Overhead
Fair Share Concept
Allocating Usage
Calculating Overhead for an Average Order
Monitoring Performance
Key Points

Part III Tools of the Trade

Chapter 11: Is This Your Shop
Chapter 12: Detail View of a Job Shop Business Process
Chapter 13: How to Conduct a Business Systems Review
Chapter 14: How to Conduct a Process Step Value Analysis
Chapter 15: Dynamic Problem Solving
Chapter 16: What Business are you Really In?
Chapter 17: The Big Picture Perspective
About the Author

ORDER HERE

Table of Contents