Bøker av Mohammed Hamed Ahmed Soliman

First Chapter is about hoshin kanri. Lean strategy deployment is still an emerging research topic addressed by only a limited number of references. Some of these references have explained Hoshin Kanri as a tool for strategic management and planning to achieve the goals and they explain how the method aligns corporate strategic objectives as defined and managed by senior managers (at the strategic level) with the plans and activities of middle management and teams (tactical level) and the work done by the employees (operational level). This process is called catching balls, as all three levels of management must negotiate back and force until they agree about the goals and the action plans. However, catching balls is just one aspect of Hoshin Kanri. What is usually miss is the philosophy and the culture which are the most important parts for a successful Hoshin Kanri process across the organization. This book is closing this gap. Second Chapter is about how to create Mission, Strategies, and Values that fit with company's vision statement. Toyota's management and leadership structure is built around five basic values. Third Chapter is a bout Gemba. Genchi genbutsu is the Toyota way of thoroughly understanding a situation by personally observing and confirming information or data at the place where the situation is happening. For instance, when someone in charge is trying to figure out a problem, they will go to where the work is being done and watch how it's being done. They will also talk to the people doing the work to make sure the information is correct and to understand what's going on. They won't only trust information from a computer or from other people. This rule applies to both high-level leaders and lower-level supervisors. In simple words, genchi genbutsu in Japanese means "go and see" but it directly translates to "real place and real thing. " Forth Chapter is about PDCA. Continuous improvement, also called "Kaizen," means always trying to make things better. It involves making small, gradual changes to processes, systems, and activities in order to keep improving them over time. The aim of getting better constantly is to get rid of unnecessary things and make things go smoother, be better, and make customers happier. Many people wrongly believe that plan-do-check-act (PDCA) is a cycle for improving things without considering the involvement of people. If you only make the process better without developing and teaching your people, you risk the process regressing. Fifth Chapter is about Developing Lean Leaders. At first, Taiichi Ohno, who helped create the Toyota Production System, didn't want to write it down because he was afraid people would only pay attention to the tools and theories. When he finally wrote it down, he described it as a house because a house can be considered as a system. If you remove any supports holding up the roof, the roof and everything connected to it will fall down. One of the students of Ohno said that Toyota made a mistake when they named it the Toyota Production System. Instead, Toyota should have named it the Thinking Production System because the main purpose was to encourage people to think, and people are the most important part of the system. Sixth Chapter is about Lean Culture, Improvement & Coahcing Kata and the Motivational System. Management has the important job of teaching and helping people get better. But they also need to give support, listen, motivate, give power, and give challenges. If you want people to do what you want them to do and do it well and passionately, you have to find the way to encourage and motivate them.

Toyota Motor Corporation made a system to make good products, save money, and make things faster by using less waste. TPS has two main parts, just-in-time and jidoka. It is often shown as a "house" image. To improve TPS and keep it running well, we use a process called PDCA or the scientific method. We do this by doing the same tasks over and over again and making small improvements called kaizen. TPS was created by Taiichi Ohno, who managed production at Toyota after World War II. Ohno began using TPS at Toyota in the 1950s and 1960s, starting with machining work. Then, he started using it in other parts of the company and also shared it with other suppliers in the 1960s and 1970s. Outside of Japan, the spread of Toyota and General Motors partnership called NUMMI began in California in 1984. The concepts of just-in-time (JIT) and jidoka were created before the war. A long time ago, Sakichi Toyoda created the idea of jidoka, and he also started the Toyota group of companies. He added a machine to his looms that would stop the loom if a thread broke. This improved the quality of things and let people concentrate on more important tasks instead of just checking machines for quality. Over time, this basic idea became a part of every machine, every production line, and every Toyota operation. Kiichiro Toyoda, who is the son of Sakichi and the founder of Toyota, came up with the idea of JIT (Just-in-Time) in the 1930s. He said Toyota should not have too many cars sitting unsold, and they should try to work with their suppliers to make the same number of cars all the time. Ohno was in charge of making JIT, a special system to control how much we make and to avoid making too much. TPS was well-known after The Machine That Changed the World was published in 1990. This book took five years to make, and it was researched by the Massachusetts Institute of Technology. The researchers at MIT found that TPS was faster and more efficient than regular mass production. It was a very different way of doing things, so they called it lean production.

Mistakenly, many people think plan-do-check-act (PDCA) is a continuous improvement cycle, even if they neglect the human part. PDCA does aim to improve the process, but if you have only improved the process without developing and teaching your people, you have put the process at risk of slipping back. People must be trained in the culture of continuous improvement so they can keep managing the process with the new method.

Production kanban, which translates to "sign" or "signboard" in Japanese, instructs an upstream process on the kind and number of goods to produce for a downstream process. In a pull system, a kanban is a signalling tool that provides approval and instructions for the manufacture or withdrawal (conveyance) of products. The conveyance used by the downstream process is referred to as the "withdrawal." The assembly process and the client, the assembly process and the supplier process, and the supplier process and the vendor all benefit from kanban. The Toyota production system is founded on zero inventory, but because there are natural interruptions in flow as raw materials are transformed into completed goods and supplied to customers, some required inventory must be included. The Toyota kanban system is frequently the next best option when clean flow is impossible due to processes are too far apart or the cycle times to complete the operations vary greatly.

Takt time is calculated as the amount of manufacturing time that is available divided by the volume of orders. In the 1930s, the German aviation industry employed Takt for the first time as a production management tool. The idea was widely used within Toyota in the 1950s, and by the late 1960s, it had been adopted by the majority of the Toyota supplier base. Every month, Toyota assesses the takt for a process, with a modifying review occurring every 10 days. Takt time is used to properly balance supply and demand. It gives a lean production system its beating heart.

Some businesses have reduced staff and made resource cuts to survive the global economic downturn, while others have improved business practices and culture. Unfortunately, there is still a difference between successful and less successful businesses in terms of culture adaptability, people management, and process management. In organisations like Toyota, which, in contrast to its rivals, has a mindset of process improvement, culture drives competitive advantage. Other businesses might benefit from Toyota's teachings by changing their routines for behaving and thinking in order to increase staff performance.

Jidoka is one of the main pillars of the TPS. The TPS is presented as a house with two pillars. One pillar represents just-in-time (JIT), and the other pillar the concept of Jidoka. Take away any of the pillars holding up the roof, and the entire system will collapse. Take out quality, and there is no TPS. Jidoka is a principle of building quality for customers-not inspecting quality. Building quality mean making it right the first time. If you are making defective products or using unacceptable quality standards and filtering these defects out through an inspection system, there is no building quality-and no Jidoka. You are just catching the mistakes made in the manufacturing process. This cost a lot of money and resources and puts the business at risk.

Yes, people called it an inventory reduction program when they first heard of it. "Just in time" is one of the main pillars in the TPS. "Just in time" ideally means "one-piece flow." Inventory is the greatest waste in the process, and it hides many problems, such as quality problems, breakdown times, waiting waste, and more. Let's get back to history. Prior to the 1970 oil crisis, very few people in the world know what Toyota was up to. The fact that it emerged stronger than ever while many of its competitors were quite battered made people take notice. People went to Japan to find out how Toyota had done this. What people found was that Toyota was doing something called "just in time." In the West, this was interpreted as an inventory reduction program. As a result, it became known as the "just-in-time inventory" program. Nobody really believed inventory could be taken out of the whole value stream. Therefore, "just in time" came to mean "go beat the heck out of your suppliers." The big three auto companies (Ford, General Motors, and Chrysler) had lots of power over their suppliers, and they became pretty expert at this tactic-to their eventual detriment. James P. Womack came forward with Lean Thinking in 1996 and helped many to see the whole value chain. He showed how waste clogs the system and how continuous improvement was needed to link all parts of the chain to customer demand. He explained his findings in plain English, but once again people didn't hear. Lean might be an element of the larger strategy, but it is most likely to be relegated to plant and manufacturing work. As a result, one company after another has tried lean and failed. Many people believe that just-in-time inventory equals zero inventory. The ideal situation is one-piece flow, which can only be achieved through the use of a manufacturing cell. The inventory buffer exists, but it is rarely used. The Andon system includes a buffer. There is a safeguard in place to protect your customer. There is a buffer to prevent the entire manufacturing line from being shut down to rectify a problem. There is a buffer in place to prevent the breakdown of a vital manufacturing process. Just-in-time production is a manufacturing system that produces and delivers only what is required, only when it is required, and only in the amount required. The Toyota Production System is built on two pillars: JIT and jidoka. JIT is based on heijunka and consists of three operating elements: the pull system, takt time, and continuous flow.

Value-stream mapping or process mapping is drawing a picture of all the parts and information that are needed to make and deliver a product. It is an important tool used to make things better by finding and getting rid of waste. Toyota created a tool called a material and information flow diagram, which is very important for their production system.A value stream is everything that needs to happen to make and deliver a product to the customer, both the important things and the ones that are not so important.Value stream mapping usually starts with a team making a map of how things are right now. This means taking a picture of how materials and information move through a value stream. Next, the team creates a map of how things will be in the future. This means a picture of how things and information should move through the process to create value.Repeating this many times is the easiest and most effective way to help yourself and your coworkers learn to recognize what is important.Value-stream mapping is often used in lean manufacturing. However, people in charge of businesses in any field can find it useful.

First Chapter is about hoshin kanri. Lean strategy deployment is still an emerging research topic addressed by only a limited number of references. Some of these references have explained Hoshin Kanri as a tool for strategic management and planning to achieve the goals and they explain how the method aligns corporate strategic objectives as defined and managed by senior managers (at the strategic level) with the plans and activities of middle management and teams (tactical level) and the work done by the employees (operational level). This process is called catching balls, as all three levels of management must negotiate back and force until they agree about the goals and the action plans. However, catching balls is just one aspect of Hoshin Kanri. What is usually miss is the philosophy and the culture which are the most important parts for a successful Hoshin Kanri process across the organization. This book is closing this gap.Second Chapter is about how to create Mission, Strategies, and Values that fit with company's vision statement. Toyota's management and leadership structure is built around five basic values.Third Chapter is a bout Gemba. Genchi genbutsu is the Toyota way of thoroughly understanding a situation by personally observing and confirming information or data at the place where the situation is happening. For instance, when someone in charge is trying to figure out a problem, they will go to where the work is being done and watch how it's being done. They will also talk to the people doing the work to make sure the information is correct and to understand what's going on. They won't only trust information from a computer or from other people. This rule applies to both high-level leaders and lower-level supervisors. In simple words, genchi genbutsu in Japanese means "go and see" but it directly translates to "real place and real thing. "Forth Chapter is about PDCA. Continuous improvement, also called "Kaizen," means always trying to make things better. It involves making small, gradual changes to processes, systems, and activities in order to keep improving them over time. The aim of getting better constantly is to get rid of unnecessary things and make things go smoother, be better, and make customers happier. Many people wrongly believe that plan-do-check-act (PDCA) is a cycle for improving things without considering the involvement of people. If you only make the process better without developing and teaching your people, you risk the process regressing.Fifth Chapter is about Developing Lean Leaders. At first, Taiichi Ohno, who helped create the Toyota Production System, didn't want to write it down because he was afraid people would only pay attention to the tools and theories. When he finally wrote it down, he described it as a house because a house can be considered as a system. If you remove any supports holding up the roof, the roof and everything connected to it will fall down. One of the students of Ohno said that Toyota made a mistake when they named it the Toyota Production System. Instead, Toyota should have named it the Thinking Production System because the main purpose was to encourage people to think, and people are the most important part of the system.Sixth Chapter is about Lean Culture, Improvement & Coahcing Kata and the Motivational System. Management has the important job of teaching and helping people get better. But they also need to give support, listen, motivate, give power, and give challenges. If you want people to do what you want them to do and do it well and passionately, you have to find the way to encourage and motivate them.

Toyota Motor Corporation created a production system that aims to achieve high-quality products, minimize expenses, and shorten the time it takes to make them by reducing waste. TPS consists of two main components, just-in-time and jidoka, and is usually represented by the "house" image shown on the right. To make TPS better and keep it working well, we follow a process called PDCA or the scientific method. We do this by repeatedly doing standardized work and making small improvements called kaizen.The development of TPS is attributed to Taiichi Ohno, who was in charge of production at Toyota after World War II. Ohno started implementing TPS at Toyota in the 1950s and 1960s, beginning with machining operations. He then expanded its use to other areas within the company and shared it with other suppliers during the 1960s and 1970s. Outside of Japan, spreading started in a serious way when Toyota and General Motors created a partnership called NUMMI in California in 1984.The ideas of just-in-time (JIT) and jidoka were developed before the war. Sakichi Toyoda, who started the Toyota group of companies, came up with the idea of jidoka a long time ago. He did this by adding a device to his automatic looms that would make the loom stop if a thread broke. This made things a lot better in terms of quality and allowed people to focus on more important work instead of just watching machines for quality. Over time, this simple idea became a part of every machine, every production line, and every Toyota operation.Kiichiro Toyoda, the son of Sakichi and the person who started the Toyota car company, came up with the idea of JIT (Just-in-Time) in the 1930s. He ordered that Toyota should not have too much extra inventory and that Toyota will try to work together with suppliers to have a consistent production level. Ohno led the development of JIT, a special system to manage production and control overproduction.TPS became well-known when The Machine That Changed the World was published in 1990. This book was the result of five years of research led by the Massachusetts Institute of Technology. The scientists at MIT discovered that TPS was much better and faster than traditional mass production. It was such a big change that they called it lean production to show how different it was.

The purpose of this book is to present a set of guidelines to be used in the application of lean strategy principles and tools in modern organizations. This book aim is to highlight the potential role played by lean strategy tools for strategic planning and strategic management in the reference to the Hoshin Kanri policy deployment system.This book discusses several themes driven and concluded from Toyota that are required to deploy strategies and align goals.The book highlights the potential for the Hoshin Kanri deployment process in manufacturing environments. It emphasizes the importance of leadership development and the usefulness of using the correct coaching behavior to support learning acquisition and decision-making.The book demonstrates how Hoshin Kanri may be effectively used for strategic management and to improve communication from top to down when professionals are sufficiently trained and frontline staff is engaged.In general, lean strategy deployment is still an emerging research topic addressed by only a limited number of references. Some of these references have explained Hoshin Kanri as a tool for strategic management and planning to achieve the goals and they explain how the method aligns corporate strategic objectives as defined and managed by senior managers (at the strategic level) with the plans and activities of middle management and teams (tactical level) and the work done by the employees (operational level). This process is called catching balls, as all three levels of management must negotiate back and force until they agree about the goals and the action plans. However, catching balls is just one aspect of Hoshin Kanri. What is usually miss is the philosophy and the culture which are the most important parts for a successful Hoshin Kanri process across the organization. This book is closing this gap.

In order to cut costs during the economic downturn, many businesses are implementing abstinence policies.This could mean laying off workers and cutting some wages.In fact, those actions might only work for a short time.Unless the company implements a culture of continuous improvement and alters its method of operation, the situation may recur and become even worse.This brings us back to the purpose for which the Toyota production system was developed. Waste is anything that uses resources but offers the customer nothing in return. Most activities are waste, or "muda," and can be divided into two categories. Although type one muda does not provide value, it is inescapable given the production assets and technologies available today. An illustration would be checking welds for safety, that type we also call necessary non value-added activity. Type two muda does not add value and can be quickly eliminated. An illustration is a process in a process village with disconnected phases that may be swiftly converted into a cell where unnecessary material moves and inventory are no longer necessary. A very small portion of all value-stream activities truly generate value as perceived by the client. The most effective way to boost business performance is to stop doing the numerous unnecessary things.

Yes, people called Toyota Production System an inventory reduction program when they first heard of it. "Just in time" is one of the main pillars in the TPS. "Just in time" ideally means "one-piece flow." Inventory is the greatest waste in the process, and it hides many problems, such as quality problems, breakdown times, waiting waste, and more. Let's get back to history. Prior to the 1970 oil crisis, very few people in the world know what Toyota was up to. The fact that it emerged stronger than ever while many of its competitors were quite battered made people take notice. People went to Japan to find out how Toyota had done this. What people found was that Toyota was doing something called "just in time." In the West, this was interpreted as an inventory reduction program. As a result, it became known as the "just-in-time inventory" program. Nobody really believed inventory could be taken out of the whole value stream. Therefore, "just in time" came to mean "go beat the heck out of your suppliers." The big three auto companies (Ford, General Motors, and Chrysler) had lots of power over their suppliers, and they became pretty expert at this tactic-to their eventual detriment. James P. Womack came forward with Lean Thinking in 1996 and helped many to see the whole value chain. He showed how waste clogs the system and how continuous improvement was needed to link all parts of the chain to customer demand. He explained his findings in plain English, but once again people didn't hear. Lean might be an element of the larger strategy, but it is most likely to be relegated to plant and manufacturing work. As a result, one company after another has tried lean and failed. Many people believe that just-in-time inventory equals zero inventory. The ideal situation is one-piece flow, which can only be achieved through the use of a manufacturing cell. The inventory buffer exists, but it is rarely used. The Andon system includes a buffer. There is a safeguard in place to protect your customer. There is a buffer to prevent the entire manufacturing line from being shut down to rectify a problem. There is a buffer in place to prevent the breakdown of a vital manufacturing process. Just-in-time production is a manufacturing system that produces and delivers only what is required, only when it is required, and only in the amount required. The Toyota Production System is built on two pillars: JIT and jidoka. JIT is based on heijunka and consists of three operating elements: the pull system, takt time, and continuous flow.

By minimizing waste and waiting times, the lean operational concepts and techniques serve to maximize value for patients. It places a strong emphasis on staff involvement, ongoing improvement, and consideration of the demands of the consumer.. All employees of the firm, from clinicians to operations and administrative personnel, continuously work to identify areas of waste and eliminate anything that does not create value for patients using lean concepts in healthcare. To make sure that the production team members on the assembly line always have the parts and tools they need to complete their tasks, Toyota has put all the systems and support personnel in place. If you visit one of their assembly factories, you can see this for yourself. Although patients are more essential, it can be argued that Toyota invests significantly more in its front-line staff than many hospitals do. Toyota enables team members to concentrate on their tasks and the truck in front of them, resulting in greater outcomes and overall happiness.

Quality Statistics Made Simple! Brainstorming is a conceptualizing process that is well-known for producing a large number of ideas in a short period of time. It serves as a tool for identifying difficulties and causes. This book offers an in-depth guide to the tool, including requirements, considerations, and how to completely manage the session to get the desired outcomes and solve the problem. Other tools discussed in the book include 5Whys, Pareto analysis, and Fault-Tree Analysis.

The word "5S" stands for five related concepts with a S sound that describe workplace procedures that promote visual control and lean manufacturing. These are the five words in Japanese: Seiri: Sort tools, components, and documents into needed and unnecessary categories, then throw away the unnecessary.Seiton: Organize what is left in a tidy manner, making sure that everything has a home.Seiso: Wash and clean.Seiketsu: Regular use of the first three Ss results in cleanliness.Shitsuke: Practice the first four Ss with discipline. The English translation of the Five Ss is frequently Sort, Straighten, Shine, Standardize, and Sustain. A sixth S is sometimes added by lean practitioners. Establish and follow safety protocols in the office and workplace. However, Toyota has only ever used the Four Ss: Shitsuke (sustain), the final S, is eliminated since Toyota's system of daily, weekly, and monthly audits to verify standardised work renders it unnecessary. The important thing to keep in mind is that the effort is methodical and organic to lean manufacturing, not a "bolt-on" stand-alone programme, whether four, five, or six Ss are used, the most important thing to keep in mind is that this effort is not a "bolt-on" stand-alone programme, but rather is methodical and organic to lean production. 5S is not just about a clean and shiny workplace. Its a strategy for removing wastes and improving productivity. This is how Toyota utilize the tool to improve workplace productivity. This book provide a comprehensive guide about the tool. How to plan, execute and sustain. This book is a practical guide with many examples, photos and presentations.

This book discusses the seven deadly wastes (muda) in the value stream process. It presents the cost of each waste, its effect on the process, and how it can be eliminated to increase profitability. Waste removal increases the profitability of any business. Processes are classified into value added and waste. The seven deadly wastes that could exist in any manufacturing process originated in Japan and are defined in the Toyota production system (TPS). The main goal became removing them. For each waste, there is a strategy to remove or eliminate it. What is less likely is that managers will know how any of these issues are affecting them and increasing costs. To remove each waste, you have to understand where it comes from, why it exists, and how it affects your business. Waste is anything that uses resources but offers the customer nothing in return. Most activities are waste, or "muda," and can be divided into two categories. Although type one muda does not provide value, it is inescapable given the production assets and technologies available today. An illustration would be checking welds for safety, that type we also call necessary non value-added activity. Type two muda does not add value and can be quickly eliminated. An illustration is a process in a process village with disconnected phases that may be swiftly converted into a cell where unnecessary material moves and inventory are no longer necessary. A very small portion of all value-stream activities truly generate value as perceived by the client. The most effective way to boost business performance is to stop doing the numerous unnecessary things. In the economic recession, many companies are taking abstinence procedures to reduce costs. This might include layoff labors and reducing some wages. Actually, those actions might work for only a short period. Afterwards, the situation may return and in worse shape unless the company changes its way of doing things, including enacting a culture of continuous improvement. This puts us back to why the Toyota production system has been created.

A Failure Mode and Effect Analysis FMEA is a systematic method for identifying and preventing product and process problems before they occur. FMEAs are focused on preventing defects, enhancing safety and increasing customer satisfaction. FMEAs are conducted in the product design or process development stages, although conducting an FMEA on existing products and processes can also yield substantial benefits. Six Sigma's project team use FMEA in the Analyze stage of DMAIC because extraordinary quality is not only designed into the product, it is designed into the development process itself.

Many businesses say that lean failed to meet their long-term objectives and that the improvements it brought about were only temporary. When businesses utilize lean as a toolkit, copying and pasting the methodologies without trying to adapt the employee culture, manage the improvement process, maintain the outcomes, and grow their leaders, 7 out of every 10 lean projects fail. The primary objective when the Toyota production method was developed was to eliminate wastes from the shop floor by utilizing some lean techniques and technologies. What wasn't made obvious was that Toyota would need to invest heavily in personnel development and training throughout a protracted leadership development process. An issue with management and leadership, as well as an incorrect understanding of human behavior and the necessary culture for success, is the failure to achieve and sustain improvement.

Ultrasound should be a part of any condition monitoring program. It has wide range of applications and the tool is very handy and easy to use. This book presents the different applications of Ultrasound Detection technique. Many potential exist for minimizing energy waste and increasing asset availability in plants using instruments based on airborne/structure borne ultrasound technology. They broaden the definition of "Condition Monitoring" to cover considerably more than the most elementary mechanical fault examinations. These devices' inspection capabilities range from trending bearing status to determining lack of lubrication, finding compressed air leaks, and detecting arcing, tracking, and corona emissions in both open and enclosed electric equipment since they detect friction, ionization, and turbulence. This method is based on portable equipment that are used to monitor and analyze bearing condition, find leaks (pressure and vacuum), test steam traps and valves, find electrical issues, and spot potential issues with gears, motors, and pumps. This talk will give a quick rundown of the technology, its uses, and energy savings cost analysis and suggested inspection techniques.

Overall Equipment Effectiveness: A measurement of total productive maintenance (TPM) that quantifies how efficiently equipment is used. OEE is derived from three factors: The availability rate calculates the percentage of scheduled time lost due to equipment breakdowns and changes. The operating speed losses-running at rates slower than the design speed and brief stops-are measured by the performance rate. The quality rate calculates the percentage of the total parts run that are lost to scrap and rework. OEE is calculated by multiplying those three components. Each one presents numerous improvement opportunities. The six primary losses, or failures, modifications, small stoppages, lower operating speeds, and scrap, are often the focus of OEE but some businesses also include other measures they deem significant.

The laboratory examination of a lubricant's characteristics, suspended impurities, and wear debris is known as oil analysis (OA). OA is carried out as part of regular predictive maintenance to deliver precise and useful data on lubricant and machine condition. Trends can be found by following the findings of oil analysis samples over the course of a certain machine. These trends can help avoid expensive repairs. Tribology is the study of wear in machinery. Tribologists frequently perform or interpret results from oil analyses. Oil analysis is a long-term program that, where relevant, can eventually be more predictive than any of the other technologies. It can take years for a plant's oil program to reach this level of sophistication and effectiveness. This book includes what all practitioners need to know to build an oil analysis program for their machine inspection. This book includes three real case studies and numerous industrial examples to improve machine reliability and enhance the condition monitoring program.

Quality Statistics Made Simple! Brainstorming is a conceptualizing process that is well-known for producing a large number of ideas in a short period of time. It serves as a tool for identifying difficulties and causes. This book offers an in-depth guide to the tool, including requirements, considerations, and how to completely manage the session to get the desired outcomes and solve the problem. Other tools discussed in the book include 5Whys, Pareto analysis, and Fault-Tree Analysis.

Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a valuable tool that helps lean practitioners learn the true facts so they can base management decisions on the actual situation.

Hoshin Kanri has been used successfully by Toyota and other top-tier companies in Japan and the United States to achieve strategic business and lean goals. The underlying power of a successful hoshin kanri process relays on how Toyota creates an environment of continuous improvement. Toyota is a strong business because of its people, and people are the value of its system. This book focuses more on people rather than the process. Management behavior, motivation, core organizational values and teamwork, leadership development, and culture change are the real factors of any business success. Akio Toyoda said after several recent recalls that the rate of the company's growth was higher than the rate of the development of its people. Successful businesses need to invest in the people and put the people before the process. Read this book and you will see why a gap remains between successful and less successful companies in terms of process management, people management, and the adaptability of culture.

Heijunka (Japanese for "production smoothing or leveling"): It is a technique used to smooth out production in all departments as well as that of the supplier over time in order to facilitate Just-In-Time (JIT) production. It means production leveling (finding and maintaining average production volumes). The fundamental goal of using the Heijunka technique is to supply goods at a steady rate so that upstream and downstream operations can likewise run at a steady and predictable rate, hence lowering the inventory. The heijunka technique works by leveling both the production volume and the product mix. It doesn't build products according to the actual flow of customer orders, which can swing up and down widely, but takes the total volume of orders in a period and levels them out so the same amount and mix are being made each day. Heijunka is a technique that helps reach the defined takt time and adds value to it. Thus making both employees and customers happy. This book provides a comprehensive guide to using and implementing the technique.

Failure mode and effect analysis (FMEA) was initiated by the aerospace industry in the 1960s to improve the reliability of systems. It is a part of total quality management programs and should be used to prevent potential failures that could affect safety, production, cost or customer satisfaction. FMEA can be used during the design, service or manufacturing processes to minimize the risk of failure, improving the customer's confidence while also reducing costs.

Condition monitoring is the process of keeping an eye on a machine's condition parameter in order to spot any major changes that could be signs of a malfunction developing. It plays a significant role in preventive maintenance and is a major component of predictive maintenance. By combining machine sensor data that detects vibration and other characteristics (in real-time) with cutting-edge machine monitoring software, condition monitoring (CM), a maintenance strategy, anticipates machine health and safety. Predictive Maintenance strategy employs vibration analysis, thermography analysis, ultrasound analysis, oil analysis and other techniques to improve machine reliability. The goal of the strategy is to provide the stated function of the facility, with the required reliability and availability at the lowest cost.

Mistakenly, many people think plan-do-check-act (PDCA) is a continuous improvement cycle, even if they neglect the human part. PDCA does aim to improve the process, but if you have only improved the process without developing and teaching your people, you have put the process at risk of slipping back. People must be trained in the culture of continuous improvement so they can keep managing the process with the new method.