Lean Manufacturing that Works: Powerful Tools for Dramatically Reducing Waste and Maximizing Profits

  • 4h 6m
  • Bill Carreira
  • 2005

If you boil down the process known as lean manufacturing to its essence, it’s about putting the customer first. The good news for manufacturers is that by doing so—by adopting a philosophy of defining all value from the vantage point of the customer—companies can eliminate time, expense, and material at every stage of the operating process—and increase their bottom line.

Lean Manufacturing That Works introduces you to the guiding principles behind the lean system and shows you how to take it right to the shop floor. The book gives you step-by-step advice on how to create a lean process for any type of manufacturing company. You’ll learn how waste affects both profit and customer satisfaction, and find out how to:

  • Lay out and establish lean manufacturing processes in your company
  • Transition and train employees in the lean manufacturing environment
  • Discover and quantify opportunities to become more profitable
  • Ensure continuous improvement
  • Control cost, cash flow, velocity, and lead time
  • Use lean manufacturing to both complement and implement overall business strategy

Using specific examples, this book provides you with the powerful tools and information you need to implement and support this proven, waste-eliminating operating strategy. Practical and easy-to-understand, Lean Manufacturing That Works tells you everything you need to know about the lean manufacturing process, and gets right to the point of how to make it work in your own operation.

About the Author

Bill Carreira is president of Carreira Consulting, working with clients as a trainer, mentor, and facilitator of lean manufacturing methodologies. With over 30 years of experience in manufacturing, engineering, and P&L management, he has worked with both Fortune 500s and small firms across a broad range of industries.

In this Book

  • Lean Manufacturing That Works—Powerful Tools for Dramatically Reducing Waste and Maximizing Profits
  • Introduction: The Why
  • Customer Satisfaction
  • Cost And Profit
  • Metrics
  • Cash Flow
  • Inventory And Carrying Cost
  • Chapter 6: Velocity, Throughput, And Lead Time
  • Chapter 7: Batch And Queue Vs. Lean Flow
  • Waste
  • Value-Added, Non-Value-Added, Required Non-Value-Added
  • Doing A Baseline
  • Doing A Baseline, Day 1
  • Doing A Baseline, Day 2
  • Doing A Baseline, Day 3
  • Chapter 14: Doing A Baseline, Day 4
  • Doing A Baseline, Day 5
  • Lean-Engineering Analysis
  • Seeking Balance
  • The 5S System
  • Setup Reduction
  • Total Productive Maintenance (TPM)
  • Conclusion: The Why: The Psychology of Lean