The Resource The lean practitioner's handbook, Mark Eaton, (electronic resource)

The lean practitioner's handbook, Mark Eaton, (electronic resource)

Label
The lean practitioner's handbook
Title
The lean practitioner's handbook
Statement of responsibility
Mark Eaton
Creator
Subject
Genre
Language
  • eng
  • eng
Summary
The Lean Practitioner's Handbook bridges the gap between the tools and concepts of Lean and the practical use of the tools. It offers a practical, easily accessible resource for anyone preparing for, implementing or evaluating lean activities covering key areas such as: aspects of a Lean Programme; scoping a programme; value stream mapping; 2P and 3P events; Rapid Improvement Events; managing for daily improvement; engaging the team; spotting problems and communicating progress. In addition, it offers a quick snapshot summary of the key tool and concepts of Lean plus easily applicable template
Cataloging source
MiAaPQ
http://library.link/vocab/creatorDate
1968-
http://library.link/vocab/creatorName
Eaton, Mark
Dewey number
658.5
Illustrations
illustrations
Index
index present
Language note
English
LC call number
TS155
LC item number
.E23 2013
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/subjectName
  • Lean manufacturing
  • Product management
  • Waste minimization
Label
The lean practitioner's handbook, Mark Eaton, (electronic resource)
Instantiates
Publication
Note
Description based upon print version of record
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Content category
text
Content type code
  • txt
Contents
  • Contents; Introduction; 01 Planning for Lean; Structuring a Lean programme; Dealing with the issues that arise; Myth buster; Closing thoughts; 02 Key Lean concepts; What is Lean?; Overview of the Toyota Production System; The 14 principles of the 'Toyota Way'; Toyota 4Ps - developing leadership commitment; Muda, mura, muri; The seven wastes (and eighth waste); The five principles of Lean; Comparing the Toyota Production System with Lean; Comparing Lean with other improvement methodologies; Closing thoughts; 03 Scoping projects; An overview of scoping; Lean A3s
  • Project charters and project initiation documentsThe practicalities of scoping; Scoping case study; Tactics for making scoping easier; Closing thoughts; 04 Value stream mapping events; Key concepts in value stream mapping; Three-stage value stream mapping; Two-stage value stream mapping; Alternative approaches to value stream mapping; The practicalities of value stream mapping; Value stream mapping case study; Closing thoughts; 05 2P/3P events; 2P events; 3P events; 2P case study (local government); 2P case study (health care); 3P case study (manufacturing); Closing thoughts
  • 06 Rapid improvement events (RIE)Key RIE concepts and tools; Running rapid improvement events; 4-day RIE case study (manufacturing); 3-day RIE case study (health care); 1-day RIE case study (logistics); Closing thoughts; 07 Managing for daily improvement (MDI); Managing for daily improvement: everybody, every day; Embedding the change after an RIE; Closing thoughts; 08 Leader standard work (LSW); Creating a culture to support Lean; The behaviours of Lean leaders; Daily, weekly, monthly LSW; Structured problem solving in LSW; Managing the process; Closing thoughts; 09 Strategic planning
  • Strategic preparationPolicy deployment (hoshin kanri); Transformation mapping; Enterprise level value stream mapping (ELVSM); Closing thoughts; 10 Engaging the team; Engaging individuals; Engaging people during Lean events; Dealing with difficult people; Closing thoughts; 11 Ensuring success; The top three warning signs; The six elements of success; The bumpy road to Lean; Closing thoughts; 12 Communications and celebrations; The purpose of communications; The purpose of celebrations; The style of communication; Types of communications; Types of celebrations; Presenting Lean topics
  • Closing thoughts13 Key tools and concepts; Glossary; References; Index
Dimensions
unknown
Extent
1 online resource (328 p.)
Form of item
online
Isbn
9781621985051
Media category
computer
Media type code
  • c
Specific material designation
remote
System control number
  • (EBL)1109921
  • (OCoLC)824698489
  • (SSID)ssj0000804733
  • (PQKBManifestationID)12399703
  • (PQKBTitleCode)TC0000804733
  • (PQKBWorkID)10822142
  • (PQKB)11399646
  • (MiAaPQ)EBC1109921
  • (EXLCZ)992670000000324928
Label
The lean practitioner's handbook, Mark Eaton, (electronic resource)
Publication
Note
Description based upon print version of record
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
  • cr
Content category
text
Content type code
  • txt
Contents
  • Contents; Introduction; 01 Planning for Lean; Structuring a Lean programme; Dealing with the issues that arise; Myth buster; Closing thoughts; 02 Key Lean concepts; What is Lean?; Overview of the Toyota Production System; The 14 principles of the 'Toyota Way'; Toyota 4Ps - developing leadership commitment; Muda, mura, muri; The seven wastes (and eighth waste); The five principles of Lean; Comparing the Toyota Production System with Lean; Comparing Lean with other improvement methodologies; Closing thoughts; 03 Scoping projects; An overview of scoping; Lean A3s
  • Project charters and project initiation documentsThe practicalities of scoping; Scoping case study; Tactics for making scoping easier; Closing thoughts; 04 Value stream mapping events; Key concepts in value stream mapping; Three-stage value stream mapping; Two-stage value stream mapping; Alternative approaches to value stream mapping; The practicalities of value stream mapping; Value stream mapping case study; Closing thoughts; 05 2P/3P events; 2P events; 3P events; 2P case study (local government); 2P case study (health care); 3P case study (manufacturing); Closing thoughts
  • 06 Rapid improvement events (RIE)Key RIE concepts and tools; Running rapid improvement events; 4-day RIE case study (manufacturing); 3-day RIE case study (health care); 1-day RIE case study (logistics); Closing thoughts; 07 Managing for daily improvement (MDI); Managing for daily improvement: everybody, every day; Embedding the change after an RIE; Closing thoughts; 08 Leader standard work (LSW); Creating a culture to support Lean; The behaviours of Lean leaders; Daily, weekly, monthly LSW; Structured problem solving in LSW; Managing the process; Closing thoughts; 09 Strategic planning
  • Strategic preparationPolicy deployment (hoshin kanri); Transformation mapping; Enterprise level value stream mapping (ELVSM); Closing thoughts; 10 Engaging the team; Engaging individuals; Engaging people during Lean events; Dealing with difficult people; Closing thoughts; 11 Ensuring success; The top three warning signs; The six elements of success; The bumpy road to Lean; Closing thoughts; 12 Communications and celebrations; The purpose of communications; The purpose of celebrations; The style of communication; Types of communications; Types of celebrations; Presenting Lean topics
  • Closing thoughts13 Key tools and concepts; Glossary; References; Index
Dimensions
unknown
Extent
1 online resource (328 p.)
Form of item
online
Isbn
9781621985051
Media category
computer
Media type code
  • c
Specific material designation
remote
System control number
  • (EBL)1109921
  • (OCoLC)824698489
  • (SSID)ssj0000804733
  • (PQKBManifestationID)12399703
  • (PQKBTitleCode)TC0000804733
  • (PQKBWorkID)10822142
  • (PQKB)11399646
  • (MiAaPQ)EBC1109921
  • (EXLCZ)992670000000324928

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