LEARNING TO SEE BOOK

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Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA The top Business and Leadership books of last year picked by site Book. surlongporetpia.tk: Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA Spi Edition: Everything Else. Read Learning to See with another workbook and saveĀ» . plant, and entire value-stream level with these Shingo Award winning books.


Learning To See Book

Author:CHRISTIANA TAMLIN
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Learning to See book. Read 4 reviews from the world's largest community for readers. Value-stream maps are the blueprints for lean transformations and Le. Much more important, these simple maps - often drawn on scrap paper - showed where steps could be eliminated, flows smoothed, and pull systems introduced. Learning to See value stream mapping Find a sensei (a teacher whose learning curve you can borrow). 3. Seize (or create) a .. THIS BOOK. SUPPLIERS.

You begin by mapping the current state of the value stream, looking for all the sources of waste. Written by two experts with practical experience, Mike Rother and John Shook, the workbook makes complicated concepts simple. It teaches you the reasons for introducing a mapping program and how it fits into a lean conversion. Mike is an engineer, a researcher, teacher, consultant, and speaker on the subjects of management, leadership, improvement, adaptiveness, and change in human organizations.

Mike began his career in the manufacturing division of Thyssen AG in Germany. John Shook Shook learned about lean management while working for Toyota for nearly 11 years in Japan and the U.

While at Toyota's headquarters, he became the company's first American kacho manager in Japan. In the U. As co-author of Learning to See John helped introduce the world to value-stream mapping.

Signup to receive regular news, articles, event details from the team at L. December Pages: It also provided a simple and robust pattern to follow that breaks down and analyzes a large scale process. This enabled a much larger population to grasp these concepts and put them to practical use.

Find a sensei a teacher whose learning curve you can borrow Seize or create a crisis to motivate action across your firm. Map the entire value stream for all of your product families.

Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA

Pick something important and get started removing waste quickly, to surprise yourself with how much you can accomplish in a very short period. Learning to See focuses on Step 4, which implies establishing a future-state to guide you.

In the Forward, Womack and Jones commented that people skipped Step 4 map your value streams. Today, I see people skipping straight to that step.

Pat Lancaster, Art Byrne, George Koenigsaecker were some of the early change agents, and were along with their common thread of Shingijutsu very influential in the tone and direction set in Lean Thinking.

This includes using proven methodological approaches, applying our culture and providing our team with technology, best cross-industry practices and all other resources needed to attain ever higher levels of productivity and customer delight. Develop, plan and execute the plans as selected by the business leaders.

Coaches business team members in the practical application of the Lean tools to drive significant business impact.

Learning to See Version 1.3

Leads and manages the current state value stream process. Develops and implements future state value stream processes. Focuses on business performance that constantly strives to eliminate waste, improve customer satisfaction, on-time delivery, reduce operating costs and inventory via the use of Lean tools and continuous improvement methodologies.

With all of that, here is my question: What is the line leadership expected to do? In other words, what is left for them to do?

And what, exactly, are they supposed to be doing and how during all of this flurry of activity? That question can be a pretty confrontational.

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But it is a question that often goes unasked. If there are high stakes at risk, creativity is not what you should expect. Which brings us to back to Learning to See. Some non-value-added steps are necessary to advance the work or support the business structure.

Right away we are limited. But what? Without that challenging business imperative, the way people typically try to justify the effort is to: Analyze the process.

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Try to quantify the waste that is seen. This would be things like inventory, walking distance, scrap, etc. More sophisticated models would try to assign value to things like floor space.

The idea, then, would be to deliver those savings quickly with some kind of rapid improvement process. This fundamental approach can be and is taken at all levels of the organization. I have seen large-scale efforts run by a team of consultants doing a rapid implementation of an entire factory over a timespan of a few weeks.

I have also seen that same factory six months later, and aside from the lines that were painted on the floor and the general layout changes, there was no other sign the effort had ever been undertaken. One of the tools commonly ab used for this process is value stream mapping. This approach is SO common that if you search for presentations and training materials for value stream mapping on the web, you will find that nearly all of them show describe this process: Map your current state map.

Learning to See

Identify sources of waste and other opportunities on the current state map. Based on what opportunities you have identified, and your proposed kaizen bursts, develop the future state map to show what it will look like.A second practice case permitting you to draw a future-state map, with "the answer" provided in the appendix.

Pick something important and get started removing waste quickly, to surprise yourself with how much you can accomplish in a very short period. A FIFO line is preferable over a supermarket because it runs dry when there is no demand. Designing the Future.

Best, Pedro. Coaches business team members in the practical application of the Lean tools to drive significant business impact. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow.

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