Thriving, Not Just Surviving, 2nd ed – Peter Hines & Others
Staying Lean: Thriving, Not Just Surviving, 2nd ed
The first edition of this highly acclaimed publication received a Shingo Research and Professional Publication Prize in 2009. Explaining how to create and sustain a Lean business, it followed Cogent Power’s first two Lean Roadmaps along their journey.
Since then, much has changed. Several members of Cogent Power’s senior management have moved on, steel prices have declined, and the credit crisis has sparked an unstable global economy. Set against these developments, Staying Lean: Thriving, Not Just Surviving, Second Edition reports on Cogent Power’s response to these issues—detailing how they worked through their third Lean Roadmap. It also:
- Guides readers with readily reproducible advice and an easy-to-follow model for sustaining Lean improvements
- Presents a case study of a successful multinational Lean implementation
- Covers a six-year Lean transformation from start to finish, illustrating the application of three distinct roadmaps
Focusing on how to sustain change, the new edition of this bestselling reference, illustrates the experience of a multi-national company that successfully implemented Lean in its manufacturing and commercial operations. Based on a model of sustainable change, the text defines by example the elements of successful Lean management that are often difficult to emulate as well as the more visible features of process management.
Table of Contents
THE JOURNEY TO LEAN
Lean Vision and Principles
The Five Lean Principles
Understanding Value and Waste
Muda (Waste)
Mura (Unevenness)
Muri (Overburden)
Going Lean and Staying Lean
Thinking It Through
The Sustainable Lean Iceberg
Strategy and Alignment
Leadership
Behavior and Engagement
Company Background
The Road to Lean
Company History
Cogent Power (UK) Ltd
Cogent Power (Sweden) A.B.
Cogent Power (Canada) Inc.
The Challenge Facing Cogent
BELOW THE WATERLINE
Strategy and Alignment
Cascading the Strategy into the Business
P: Planning
D: Doing Phase
C: Check Phase
A: Act Phase
Leadership
Level 5 Leadership
Situational Leadership
Distributed or Dispersed Leadership
Behavior and Engagement
Changing the Organization
Overcoming Resistance to Change
Lean Behaviors
Organizational Culture
National Culture
Changing Behaviors
Involving the Unions
Motivation for Change
Engagement
ABOVE THE WATERLINE
Processes
Eliminating Waste in the Order Fulfillment Process
Identifying Waste in the Order Fulfillment Process
From Current State to Future State
Adding Value in the Order Creation (Sales) Process
Understanding the Voice of the Customer
Conducting the Survey
Mapping the Sales Process
Technology, Tools, and Techniques
Lean Tools and Techniques: An Overview
Lean Tools for Managing Lean Enterprises
5S: Workplace Organization
Visual Management
Lean Tools for Operating a Lean Enterprise
Mapping
Standardized Work
Total Productive Maintenance
Single-Minute Exchange of Die (SMED)
Just-in-Time (JIT)
Pull Systems
Kanbans
Jidoka
Tools and Techniques to Sustain a Lean Environment
Sustainability Audits
A Word about the Technologies
THE ROAD FROM PUSH TO PULL
Route to Lean
Lowering the Waterline: Rigorous, Not Glamorous
Key Findings
In Summary
A Final Word
Sources of Further Help
Recommended Publications
Companion Books to This Publication
Other Useful Texts
Jargonbuster
Author(s)
Biography
Professor Peter Hines held the chair in supply chain management at Cardiff University’s Lean Enterprise Research Centre until 2010 and is the chairman of SA Partners as well as an adjunct professor in Lean Enterprise at the University of South Australia. He followed a successful career in the distribution and manufacturing industry before joining Cardiff Business School in 1992, and his work on extending the boundaries of Lean thinking has received international, widespread attention. He has written or co-written more than fifty books and papers, including Going Lean (2000) and Lean Profit Potential (2002). He is an editorial adviser for five journals, including the International Journal of Logistics: Research and Applications which he started and is a skilled Lean mentor and coach, especially within multi-site operations, strategy deployment, and supplychain management.
Dr Pauline Found is a Fellow of the Institute of Operations Management and holds a diploma in Environmental Management, B.A., B.Sc., MBA, and Ph.D. She is employed as a senior research associate at Cardiff University. Pauline was a researcher on the SUCCESS program at Cardiff University Innovative Manufacturing Research Centre (IMRC) that conducted the research into sustainability of Lean implementations. Prior to joining Cardiff University in 2004, Pauline had a successful career in industry for fifteen years, working for major UK FTSE 100 organizations, gaining management experience in purchasing, operations planning, quality, and human resource management. In addition to co-authoring Staying Lean: Thriving Not Just Surviving, she has published several papers on Lean and organizational change, and has presented the findings at major international conferences and industrial workshops. In 2009 she was elected to serve as president of the College of Behavior in Operations Management, a college of the Production and Operations Management Society (POMS), an international professional organization representing the interests of POM professionals from around the world.
Gary Griffiths has an industrial engineering background with more than twenty years of hands-on experience in continuous improvement and Lean thinking. Combining practice with research throughout his career, he graduated to the master’s degree level in 2000 from the University of Wales. Gary has been with SA Partners since 2003 and has proven credibility in designing multi-site, integrated continuous improvement programs for a range of corporate clients (Gary was, in fact, the Lean program manager for the Cogent work). Having successfully applied the practices and principles of Lean in order creation, order fulfillment, and innovation business processes, Gary has worked in a range of business sectors, including FMCG, engineering, health and automotive, and has covered every continent in the world in doing so. Gary is head of capability development at SA Partners and specializes in Lean diagnostics and implementation, Lean maturity roadmap design, equipment effectiveness, and Lean leadership. Gary currently teaches Lean leadership at the University of South Australia.
Richard Harrison joined the Mars confectionery group straight out of school and, following completion of a business degree and a two-year post-graduate sponsorship at the London Business School, gained broad experience working at the board level in sales and marketing roles with premium branded products across a range of different industries. Richard joined SA Partners in 2002 with the assignment to take Lean off the shop floor and apply the philosophy within the sales and marketing environment. He is currently a managing consultant and a specialist in customer value and sales performance improvement and brings a wealth of practical experience to clients from across a wide variety of global market sectors and industries, including consumer products, retail, engineering, manufacturing, food, packaging, software, aerospace, automotive, medical, pharmaceutical, insurance, finance, the public sector, and legal. Within SA Partners he heads up the product group development for customer value and sales. Richard is a Master Practitioner in NLP.
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