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Made-to-Order Lean: Excelling in a High-Mix, Low-Volume Environment
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About Made-to-Order Lean: Excelling In A
Product Description Low Volume Manufacturing often appears contrary to 'Lean' Methodologies, though if you look at the Toyota Production System (which had some of its roots in a Job Shop, but instead became famous for the remarkable results in high-volume manufacturing plants), one must return to the principals (not the high publicized tools) to better understand its correct application in high-mix, low-volume environments. Made to Order Lean is based on years of successfully adapting lean methodologies into Job Shops. This book is specifically geared for manufacturers that have hundreds to thousands of active part numbers with few or no ongoing forecasted volumes, and for job shops that build only to order. The primary focus is eliminating non-value-added activities and instituting improvements on the most repetitive jobs, a strategy that gives you more time to produce your low-volume work or one-offs. The book focuses on operational process improvement, but also dedicates 3 chapters to improving indirect (transactional) processes, which are a more intricate portion in these organizations and account for significant cost & lead time in high mix environments. Review "This book is an excellent resource for applying lean principles to the complex topic of high-mix, low-volume manufacturing, and is core reading material for those implementing a lean manufacturing system in this environment." ― Lee C. Banks, Senior Vice President And Operating Officer, Parker Hannifin Corporation, July, 2007 "Finally, here is a practical guide to simply introduce the Toyota Production System (TPS) in job shop environments...If you own, manage, or work in a job shop and will simply give a try to the ideas, tools and principles described in this book, I predict you will find great success and will refer to this book over and over for years." From the Foreword by John Shook, The TWI Network, Ann Arbor, July 2007 About the Author Greg Lane has owned and successfully transformed his own company, along with supporting others in leadership improvements in 32 countries, with diverse types of organizations. He has effectively led change while holding management and executive positions at General Motors and Delphi Automotive. His 25 years of worldwide experience was strongly influenced while working for Toyota in the late 1980s, when he was one of a handful selected to be developed as a Toyota Key Person, through a year of specialized training in Japan. This included working with Toyota's top trainers, and then returning to train others within Toyota at their U.S. sites. Today, Greg is internationally recognized as a coach in creating organizational change, and has been invited to speak on five continents about these successes. Also a recognized author, he has written the following: Culturally On Plan--A Pragmatic Guide for Aligning Organizational Culture with a Strategic Plan and Transforming Management to Leadership (Strategic-Leaders.com, 2013) Mr. Lean Buys & Transforms a Manufacturing Company--The True Story of Profitably Growing an Organization with Lean Principals (CRC Press, New York: 2010) Chapter 9 of Toyota by Toyota--Reflections from the Inside Leaders on the Techniques That Revolutionized the Industry (CRC Press, New York: 2012) Greg is a facility member of the Lean Institutes in the USA and Spain, as well as lecturer of post-graduate lean studies at the University Polytechnic Barcelona. He holds a B.S. in mechanical engineering from the University of Wisconsin as well as an MBA degree with distinction from California State University. He speaks English, Spanish and German. Greg and his associates provide cost effective support for improvements and transformations. He can be contacted at [email protected] or more information can be found at: LowVolumeLean.com
