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List Price: A$90
including GST
Making Materials Flow describes in plain language another step in
implementing a complete lean business system.
LEI's first workbook, Learning to See, focused on where to start —
at the value stream for each product family within your
facilities.
Seeing the Whole then expanded the value stream map beyond facility
walls, all the way from raw materials to customer.
After mapping has identified waste and potential applications of
flow and pull, you can use the techniques in Creating Continuous
Flow to implement truly continuous flow in cellularized
operations.
Making Materials Flow takes the next step by explaining how to
supply purchased parts to the value stream in order to support
continuous flow.
"Companies are making progress in creating areas of continuous flow
as more managers learn about value-stream mapping and
continuous-flow cells," said co-author Rick Harris, who also
co-authored the Creating Continuous Flow workbook. "But as I walk
through facilities and examine earnest efforts to create continuous
flow, I see how hard it is to sustain steady output. The problem
often is the lack of a lean material-handling system for purchased
parts to support continuous-flow cells, small-batch processing, and
traditional assembly lines."
Making Materials Flow explains in plain language how to create such
a system by applying the relevant concepts and methods in a
step-by-step progression. The workbook reveals the exercises,
formulas, standards, and forms that a consultant would use to
implement the system in your environment. And, like LEI's other
workbooks, Making Materials Flow answers the key question managers
often have about lean tools and concepts, "What do I do on Monday
morning to implement this?" The four key steps detailed in the
workbook include:
1. Developing the Plan For Every Part (PFEP). This basic database
fosters accurate and controlled inventory reduction and is the
foundation for the continuous improvement of a facility's
material-handling system.
2. Building the purchased-parts market. Learn the formulas and
methods to size and operate a market that eliminates the waste of
hoarding, searching for parts, and storing inventory throughout a
facility.
3. Designing delivery routes. You get the principles and
calculations that turn a sprawling, messy plant into an organized
community where operators get the parts they need, when needed, and
in the quantity needed, delivered right to their fingertips. Proper
delivery routes not only improve inventory and flow but also safety
and housekeeping.
4. Implementing pull signals to integrate the new material-handling
system with the information management system. Learn the steps to
creating a system that keeps inventory under control by allowing
operators to pull just what they need while focusing on producing
value for customers. You'll also learn how to calculate the number
of pull signals needed and how often to deliver material.
Finally, you'll learn how to sustain and continuously improving the
system by implementing periodic audits of the material-handling
system across the chain of management, from route operator to plant
manager. You'll learn the five-step process for introducing audits
of the market, routes, and pull signals by a cross-functional team
from production control, operations, and industrial
engineering.
Harris and co-authors Chris Harris and Earl Wilson lead you through
10 simple but pragmatic questions that show how a manufacturing
facility implements a robust but flexible lean material-handling
system for purchased parts:
The Plan For Every Part (PFEP)
1. What information should you include in the PFEP?
2. How will you maintain the integrity of the PFEP?
Developing a Purchased-Parts Market
3. Where do you locate your purchased-parts market?
4. What is the correct size for your purchased-parts market, and
what is the correct amount of each part to hold in the market?
5. How do you operate your purchased-parts market?
Designing the Delivery Route and the Information Management
System
6. How do you convey parts from the purchased-parts market to the
production areas?
7. How do your production areas signal the purchased-parts market
what to deliver and when?
8. How do you fill the delivery route?
Sustaining and Improving
9. How can you sustain the performance of your lean
material-handling system?
10. How can you identify and remove additional waste?
An appendix explores how to adapt the key principles of lean
material-handling to more complex environments, such as
incorporating work-in-process (WIP) markets into the system for
purchased parts, adding delivery routes from production cells to a
finished-goods market, and applying the system to low-volume,
high-mix processes.
Making Materials Flow will benefit lean leaders, managers, and
executives in production control, operations, and engineering who
have at least a basic knowledge of lean concepts such as
value-stream mapping, cell design, and standard work. The 93-page
workbook contains more than 50 illustrations.
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