Liquid Lean: Developing Lean Culture in the Process by Raymond C. Floyd

By Raymond C. Floyd

While Lean practices were effectively carried out into the method with very good effects for over two decades (including the author’s personal award profitable instance at Exxon Chemical), that has been specially sluggish in adopting Lean. a part of the matter is that the method wishes its personal model of Lean. the bigger a part of the matter is resistance to transformational switch, a barrier which may purely be triumph over with powerful management and results-oriented making plans that engages instead of excludes all stakeholders.

Winner of a 2012 Shingo Prize!

Written through Raymond Floyd, an exceptional chief of Lean transformations, Liquid Lean: constructing Lean tradition within the method Industries provides strength approach switch brokers with the no-nonsense consultant had to do away with waste and attain sustainable optimum potency. offering classes in lean as they observe in the liquid industries, the publication makes a speciality of constructing the 4 measures of Lean as outlined via the Shingo Award:

    1. Business Results
    2. Consistent Lean firm Culture
    3. Continuous strategy Improvement
    4. Cultural Enablers

Illustrated together with his personal luck tales, Floyd describes enterprise effects, Lean company pondering, and coverage deployment in strategy phrases. He deals specified conception, perform, and examples of constant technique development, and describes the management and defines the ethics had to evolve and maintain Lean transformation. Floyd lays out the explicit steps wanted in the course of the first six months of transformation and the benchmarks to be completed in the course of the first years of implementation. All businesses can take advantage of Lean; this booklet makes certain that those that wish it, be aware of how.

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Additional resources for Liquid Lean: Developing Lean Culture in the Process Industries

Sample text

When you practice lean manufacturing, your goal is to fix problems, rather than to experience them. Case Study: When Inventory Accumulation Is the Only Choice In 1986, I toured the Nakayama Steel Works plant near Kyoto. Until we went outside, it seemed to me to be one of the best examples of lean that I had ever witnessed. However, once outside, I saw an enormous pile of coal. At that time, Nakayama kept a 4-month supply of coal on site. Even to my very Western eyes, that was not a lean inventory of raw material.

This change in focus has both advantages and disadvantages in our lean practice. Time as an Independent Element of Production The final important difference between mechanical manufacturing and process manufacturing is that two elements of time, often described as “residence time” and “persistence,” are necessary and independent elements of process manufacturing. In mechanical manufacturing, the changes caused by touching the material are generally both instantaneous and permanent. For example, when the drill touches the engine block, the reconfiguration of that engine instantaneously begins.

When we understood this issue and got the routine work right, the creative process proceeded much better. Value stream mapping, or understanding the flow of value as it relates to the flow of work, can help you with efforts of this sort. There are many great stories of surprising improvements in the indirect areas of business attributable to lean thinking and value stream mapping. When you have successfully resolved problems, you need to be certain to remove the inventory that previously accommodated those problems to ensure that the solutions you have created are permanent.

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