Glenday / Sather Lean RFS (Repetitive Flexible Supply)

Putting the Pieces Together
1. Auflage 2013
ISBN: 978-1-4665-7820-3
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 168 Seiten

Is it possible to be repetitive and flexible—at the same time? Using proven examples and quantifiable evidence, Lean RFS (Repetitive Flexible Supply): Putting the Pieces Together demonstrates that repetitive flexible supply (RfS) is not only possible, but that its implementation can help you reach a new level of improved performance in manufacturing and across your entire supply chain.

This book is unique in that it clearly spells out the theory and practice originally published in the Shingo Prize winner, Breaking Through to Flow, with actual stories of Kimberly-Clark’s experience in using them over the years with great success. These stories provide a real feel of how this learning-by-doing journey led to "aha!" moments for those involved. It also explains why most planning systems in use today will result in a different plan every time, and that these plan changes are actually the cause of the fire fighting that is endemic in most companies.

Autoren/Hrsg.

Glenday, Ian Fraser

Sather, Rick

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Einkauf, Logistik, Supply-Chain-Management
• Technische Wissenschaften Maschinenbau | Werkstoffkunde Produktionstechnik Fertigungstechnik
• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)

Inhaltsverzeichnis

Twenty-Five Years at Kimberly-Clark
Does This Sound Familiar?
Do You Face This?
Have You Done This?
Have You Experienced This?
Searching for a Step Change
Summary of Chapter 1

The Fundamentals of Lean/RfS
A Brief History
The Key Components of Lean/RfS
Batch Logic Issue
Alternative Logic of Flow
Lean and Leveled Production
Economies of Repetition
Glenday Sieve
Central Limit Theory and Buffer Tanks
Rockbusting
Summary of Chapter 2

How It Can Be
Some Examples and Anecdotes
Impact on Behavior
Impact on Problem Solving
Impact on Results
Green and Beige People
Policy Deployment
Squash Quosh
Stages in a Lean Transformation
Summary of Chapter 3

The Lean/RfS Corner Pieces
Changing from Batch to Flow
Batch Logic Is Bad
What Is "Responsiveness"?
Calculating the Schedule
Buffer Tank Calculation and Rules
A Lesson in Setting Accurate Buffer Tank Limits
Integrating Lean/RfS into Existing Processes and Systems
Some Results
Summary of Chapter 4

The Lean/RfS Straight Edges
RfS-Dependent Straight Edges
Material—and Other—Flows
Blues and Reds
Lean/RfS Product Costing
Applying RfS Principles Across the Business
Other Straight Edges Supporting Lean/RfS in the Business
Policy or Strategy Deployment?
Strategy Deployment
Key Aspects of Strategy Deployment That Helped Achieve a Transformation in the Way KC Operated
The Difference between Traditional Strategic Planning versus Strategy Deployment
Lean Leadership
Four Rules of Lean
Summary of Chapter 5

The Lean/RfS Center Pieces
Rockbusting
Schedule Breaks
How to Measure Conformance to Plan
Time versus Quantity
Niggles
Summary of Chapter 6

Putting the Pieces Together
Timeline for the Stages in a Lean Transformation
Opportunities for Kimberly-Clark
The 5-Day Rapid Implementation Approach
Stretching Lean/RfS
Forces against Flow
Lean/RfS Fundamental Beliefs
Summary of Chapter 7

Glossary
Recommended Reading
Appendix A
Index