PASCAL DENNIS LEAN PRODUCTION SIMPLIFIED PDF

Overall, I think this book would be most useful for those who are new to Lean or who want a solid basic reference book illustrating the key Lean concepts. I have to say he was right. This book is written in a similar style to The Gold Mine, but more succinct. What struck me immediately was that this book was addressing issues that were very relevent to my work right now. We have been on this Lean journey for a number of years, but there was just something missing. There is a good story told of how hoshin kanri can be implemented and addresses many of the barriers to making that happen.

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Overall, I think this book would be most useful for those who are new to Lean or who want a solid basic reference book illustrating the key Lean concepts. I have to say he was right. This book is written in a similar style to The Gold Mine, but more succinct.

What struck me immediately was that this book was addressing issues that were very relevent to my work right now. We have been on this Lean journey for a number of years, but there was just something missing.

There is a good story told of how hoshin kanri can be implemented and addresses many of the barriers to making that happen. If I come away from reading a book with that, I consider it a good read.

As a look at Continous Improvement overall, A3 not only thinking but presentation and how to critically think about Kaizen it does a great job. If you are looking for a lean tool training book there are other books you should investigate. If you do not have this book in your library, you should add it. As a lean professional I find it very informative. Pascal Dennis answers questions including "What is Strategy Deployment? Q: What is Strategy Deployment?

A: Strategy deployment is a planning and execution system, refined by companies like Toyota, but essentially invented and developed in North America by people like Peter Drucker and Joe Joseph Juran. The outcome, hopefully, is a tree of necessary and sufficient activities that involves everybody in improvement. Q: How is Strategy Deployment different from other types of planning? A: It [conventional corporate planning] tends to depend on a small number of people.

It tends to be top-down driven. Really the last 50 or 60 years in corporate planning has been a difficult time because of this over-complication. Q: What are some of the obstacles? A: The biggest obstacle is our mental models, our assumptions about how the world works. Related mental models are that complexity is profound. It must be profound, look how complicated it is. Whereas the lean mental model is: simplicity marks the end of a process of refinement.

So in summary, thinking and mental models are the biggest obstacle to successful deployment. And in the book Getting the Right Things Done, we highlight many different examples of these. Our challenge as Lean Thinkers is to shine a light on those mental models and help people deepen their understanding and extend their thinking, a little more deeply and more wide than they might otherwise have done.

Q: How does Strategy Deployment fit into the Lean approach to business? A: I have always thought of strategy deployment as the brains and the nervous system of the lean system, or the Toyota Business System if you will, or the other expressions that great companies have derived.

Of those 30 opportunities, which ones are most important? Q: How did you learn about Strategy Deployment? A: I was very lucky. He trained managing directors and senior managing directors. So he was our senior coordinator, our sensei, our management team sensei. So over many cycles — annual PDCA cycles — Shin was there and very kindly and generously answered all my dumb questions, and steered me in the right direction when I was floundering. So, it was just good luck on my part.

A: Good question: leaders at all levels. So obviously executives are responsible for business results. So clearly senior managers are an audience. But also division leaders, and site managers, and department managers. Managers of specialties — designers, engineers, actuaries, IT professionals. And front-line leaders, group leaders, and team leaders — arguably those are actually the most important.

Q: How are people and companies using your book? A: I am really gratified that people are using this as a working resource. A fellow this morning showed me his copy and it was full of notes in the margins, and stick notes, and yellow highlighter. When we were writing the book, you [my editor] were a marvelous editor. You insisted on making this useful for people, and rightfully so. Every month, every week, and then pretty soon you know something. I believe in the less-is-more school of writing — the fewer words the better.

The reader will determine whether or not we succeeded. Related Articles.

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Lean Production Simplified

Prices and offers may vary in store about Following in the tradition of its Shingo Prize-winning predecessors,Lean Production Simplified, Third Editiongives a clear overview of the structure and tools of the Lean production system. The author helps readers grasp the system as a whole, as well as the factors that animate it, by organizing the book around an image of ahouse of Lean production. Illustrating the eight kinds of waste, this updated edition of a bestseller: Describes the craft and mass production systems that preceded Lean production-including the contributions of Frederick Winslow Taylor and Henry Ford Explains the concepts of visual management, Five S, and Total Productive Maintenance Addresses just-in-time delivery of parts and products Examines thejidoka principle Covers the nervous system of Lean management, hoshin planning Illustrates the culture of Lean management This edition deepens and extends the previous edition with case studies on Lean outside the factory-in settings such as health care, IT, finance, design, engineering, and beyond. The case studies are based on personal experience of actual work in organizations generating real results. Lean Production Simplified, Third Editioncovers each of the components of Lean within the context of the Lean production system.

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