Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits

By Stephen A. Ruffa | Go to book overview

Ten
Structuring the
Transformation

Best efforts and hard work, not guided by knowledge,
only dig deeper the pit that we are in.
-W. Edwards Deming1

ONCE THEIR PLAN OF ACTION is completed, companies need to identify a specific, actionable methodology for moving forward with this new direction. Unfortunately, this is an area where many seem to fall short. Perhaps this is because so many take aim at improving discrete functionalities; clearly if no broad- based solution is envisioned, no over­; arching plan is needed.

Lean dynamics is different in that it does involve broad- based trans­; formation. It requires standing up a broad array of complex, interrelated actions such as restructuring work by product families; sequencing how work, information, and decisions flow to support this; and integrating across divisional boundaries in such a way as to optimize the result while minimizing the disruption created. Leading all of this demands much of the same rigor as managing a major development project-and for many of the same reasons: Mapping this all with a structured approach will go a long way to keeping it on track.

This approach must support the vision; it must successively roll out all of its parts in a way that mitigates perceived risk, but without compromising the integrity of the approach. Doing so assures that people are trained, suppliers selected, tooling and equipment devel­; oped, and organizations are stood up in a way so that they all support

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Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits
Table of contents

Table of contents

  • Title Page iii
  • Table of Contents v
  • Permissions vii
  • Acknowledgments ix
  • Going Lean xiii
  • Introduction - Solving the Mystery of Success 1
  • Part I - From Crisis to Excellence 9
  • One - Awash in Chaos! 11
  • Two - Shattering the Illusion of Stability 29
  • Three - Creating a Roadmap for Change 46
  • Four - A New System of Management 64
  • Part II - The Foundational Elements 79
  • Five - Leading through Measurement 81
  • Six - From Supply Chains to Value Streams 102
  • Seven - Leveling Process Variation 123
  • Eight - To Push or to Pull? 145
  • Part III - Implementing Lean Dynamics 163
  • Nine - A Plan for Action 165
  • Ten - Structuring the Transformation 182
  • Eleven - Making Lean Dynamics Succeed 196
  • Twelve - Conquering the Crisis 205
  • Appendix - Constructing the Value Curve 213
  • Glossary 219
  • Notes 227
  • Index 257
  • About the Author 265
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