ABSTRACT

In the 1950’s, the design and implementation of the Toyota Production System (TPS) within Toyota had begun. In the 1960’s, Group Technology (GT) and Cellular Manufacturing (CM) were used by Serck Audco Valves, a high-mix low-volume (HMLV) manufacturer in the United Kingdom, to guide enterprise-wide transformation. In 1996, the publication of the book Lean Thinking introduced the entire world to Lean. Job Shop Lean integrates Lean with GT and CM by using the five Principles of Lean to guide its implementation: (1) identify value, (2) map the value stream, (3) create flow, (4) establish pull, and (5) seek perfection. Unfortunately, the tools typically used to implement the Principles of Lean are incapable of solving the three Industrial Engineering problems that HMLV manufacturers face when implementing Lean: (1) finding the product families in a product mix with hundreds of different products, (2) designing a flexible factory layout that "fits" hundreds of different product routings, and (3) scheduling a multi-product multi-machine production system subject to finite capacity constraints.

 

Based on the Author’s 20+ years of learning, teaching, researching, and implementing Job Shop Lean since 1999, this book

  • Describes the concepts, tools, software, implementation methodology, and barriers to successful implementation of Lean in HMLV production systems
  • Utilizes Production Flow Analysis instead of Value Stream Mapping to eliminate waste in different levels of any HMLV manufacturing enterprise

  • Solves the three Industrial Engineering problems that were mentioned earlier using software like PFAST (Production Flow Analysis and Simplification Toolkit), Sgetti and Schedlyzer
  • Explains how the one-at-a-time implementation of manufacturing cells constitutes a long-term strategy for Continuous Improvement
  • Explains how product families and manufacturing cells are the basis for implementing flexible automation, machine monitoring, virtual cells, Manufacturing Execution Systems, and other elements of Industry 4.0
  • Teaches a new method, Value Network Mapping, to visualize large multi-product multi-machine production systems whose Value Streams share many processes
  • Includes real success stories of Job Shop Lean implementation in a variety of production systems such as a forge shop, a machine shop, a fabrication facility and a shipping department
  • Encourages any HMLV manufacturer planning to implement Job Shop Lean to leverage the co-curricular and extracurricular programs of an Industrial Engineering department

chapter Chapter 1|23 pages

About This Book

chapter Chapter 2|23 pages

Introduction to Job Shop Lean

chapter Chapter 3|7 pages

Is Job Shop Lean Right for You?

chapter Chapter 5|12 pages

Overview of Production Flow Analysis (PFA)

chapter Chapter 10|18 pages

Improving Flow at Any Level in a Factory

chapter Chapter 13|49 pages

Product Mix Segmentation

chapter Chapter 17|50 pages

How to Make a Machine Shop Lean and Flexible

chapter Chapter 18|55 pages

How to Make a Custom Fabrication Shop Lean and Flexible

chapter Chapter 23|43 pages

Implementation of Job Shop Lean in a Forge Shop

chapter Chapter 24|14 pages

Implementation of Job Shop Lean in a CNC Machine Shop

chapter Chapter 26|18 pages

Educational and Training Resources for Job Shop Lean

chapter Chapter 27|18 pages

Introduction to Value Network Mapping

chapter Chapter 28|13 pages

Starter Advice for Implementing Job Shop Lean