- Spiralbindung: 102 Seiten
- Verlag: Lean Enterprise Institute,US; Auflage: Spi (1. Februar 1999)
- Sprache: Englisch
- ISBN-10: 0966784308
- ISBN-13: 978-0966784305
- Größe und/oder Gewicht: 27,9 x 23,9 x 1,5 cm
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- Nr. 25 in Englische Bücher > Business, Karriere & Geld > Management & Führung > Qualitätskontrolle
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Much more important, these simple maps - often drawn on scrap paper - showed where steps could be eliminated, flows smoothed, and pull systems introduced in order to create a truly lean value stream for each product family.
In 1998 John teamed with Mike Rother of the University of Michigan to write down Toyota's mapping methodology for the first time in Learning to See. This simple tool makes it possible for you to see through the clutter of a complex plant. You'll soon be able to identify all of the processing steps along the path from raw materials to finished goods for each product and all of the information flows going back from the customer through the plant and upstream to suppliers. With this knowledge in hand it is much easier to envision a "future state" for each product family in which wasteful actions are eliminated and production can be pulled smoothly ahead by the customer.
In plain language and with detailed drawings, this workbook explains everything you will need to know to create accurate current-state and future- state maps for each of your product families and then to turn the current state into the future state rapidly and sustainably.
In Learning to See you will find:
- A foreword by Jim Womack and Dan Jones explaining the need for this tool.
- An introduction by Mike Rother and John Shook describing how they discovered the mapping tool in their study of Toyota.
- Guidance on identifying your product families.
- A detailed explanation of how to draw a current-state map.
- A practice case permitting you to draw a current-state map on your own, with feedback from Mike and John in the appendix on how you did.
- A detailed explanation of how to draw a future-state map.
- A second practice case permitting you to draw a future-state map, with "the answer" provided in the appendix.
- Guidance on how to designate a manager for each value stream.
- Advice on breaking implementation into easy steps.
- An explanation of how to use the yearly value stream plan to guide each product family through successive future states.
More than 50,000 copies of Learning to See have been sold in the past two years. Readers from across the world report that value stream mapping has been an invaluable tool to start their lean transformation and to make the best use of kaizen events.
Synopsis
Much more important, these simple maps - often drawn on scrap paper - showed where steps could be eliminated, flows smoothed, and pull systems introduced in order to create a truly lean value stream for each product family. In 1998 John teamed with Mike Rother of the University of Michigan to write down Toyota's mapping methodology for the first time in "Learning to See". This simple tool makes it possible for you to see through the clutter of a complex plant.You'll soon be able to identify all of the processing steps along the path from raw materials to finished goods for each product and all of the information flows going back from the customer through the plant and upstream to suppliers. With this knowledge in hand it is much easier to envision a 'future state' for each product family in which wasteful actions are eliminated and production can be pulled smoothly ahead by the customer. In plain language and with detailed drawings, this workbook explains everything you will need to know to create accurate current-state and future-state maps for each of your product families and then to turn the current state into the future state rapidly and sustainably.In "Learning to See" you will find: a foreword by Jim Womack and Dan Jones explaining the need for this tool; an introduction by Mike Rother and John Shook describing how they discovered the mapping tool in their study of Toyota; guidance on identifying your product families; a detailed explanation of how to draw a current-state map; a practice case permitting you to draw a current-state map on your own, with feedback from Mike and John in the appendix on how you did; a detailed explanation of how to draw a future-state map; and, a second practice case permitting you to draw a future-state map, with 'the answer' provided in the appendix.You will also find: guidance on how to designate a manager for each value stream; an advice on breaking implementation into easy steps; and, an explanation of how to use the yearly value stream plan to guide each product family through successive future states. More than 50,000 copies of "Learning to See" have been sold in the past two years. Readers from across the world report that value stream mapping has been an invaluable tool to start their lean transformation and to make the best use of kaizen events.
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41 von 43 Kunden fanden die folgende Rezension hilfreich
Just Do It...
28. Februar 2004
Format:Spiralbindung
I have completely worn out my copy of this book. It is the simplest, clearest, most practical book on lean that you will ever find. The first time I used the Value Stream Mapping techniques outlined in this book, I identified an improvement that has dramatically reduced our inventory, reduced lead times and saved over $500K annually.
Section III, entitled, "What Makes A value Stream Lean" is especially helpful. By doing the mapping and working toward the seven guidelines outlined in this section, we have made dramatic progress in our lean transformation. Using "Learning To See" in conjunction with another offering from the Lean Enterprise Institute ("Making Material Flow"), you can transform your plant. The only other requirement... get out from behind your desk and just do it!
I cannot recommend this book highly enough!
45 von 49 Kunden fanden die folgende Rezension hilfreich
Good introduction to value stream mapping
9. Februar 2001
Format:Spiralbindung
The book is a good attempt at explaining how to use value stream mapping in a manufacturing plant. The format is sort like a workbook which makes it a little easier to use and also great as a teaching tool. What is lacking is more examples from a wide variety of industries from small to large so the reader can really understand how to apply the tool to their workplace. There is also a lack of application to areas outside of manufacturing where I think VSM could be applied: product design process and administrative processes. Overall it seems to be a good book, but you'll need some backup material from the web to round our your education on the subject.
42 von 48 Kunden fanden die folgende Rezension hilfreich
Learning To See
12. Dezember 2001
Format:Spiralbindung
Learning to see is very helpful if you want to learn to establish value stream maps of your key processes. The book is set up like a work book and walks you through the process step by step. J. Womack is very prescriptive in how to produce value stream maps. It would be helpful to have additional examples from several industries. Value stream mapping is useful in helping to indentify areas that need improvement projects. They should be the basis for strategic plans for process improvement. This book will be helpful if you are new or trying to introduce others to the importance of value stream mapping.
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