Chaku chaku, 208
Challenge, 13
Change process (seeOrganizational change)
Chaos, 58
Charismatic power, 428
Charts, 383
Cho, Fujio, 24, 25, 432, 455
Choi, Thomas, 274n
Churchill, Winston, 377
Circle exercise, 60–61, 425
Clearing the clouds, 58
Cloudiness, 58
Coercive power, 428
Cognitive dissonance theory, 455
College education, 265
Commitments, 25, 26
Company philosophy, 17–29
continuity of purpose, 27–28
creating your philosophy, 23–24
lean enterprise, 22
lean systems, 19–21
learning community, 21–22
living your philosophy, 24–25
reflection questions, 29
sense of purpose, 18–19
social pact, 25–26
value-adding contributor, 22–23
Company purpose, 19
Company X production system approach, 408–409
Compatible capabilities, 282–285, 303
Complete Lean Enterprise, The(Keyte/Locher), 39
Complex flow situations, 98
Complexity of problems, 325
Connected process flow, 9, 80–110
aircraft repair flow (case example), 85–89
complex flow situations, 98
continuum of flow, 108
deviation by operators, 97
key criteria for achieving flow, 91
one-piece flow, 80–82
overproduction, 83–85
pull (seePull)
reflection, 109–110
single piece flow, 89–91, 92–94
strategies, 89
waste elimination, 109
Connected value stream, 53
Consensus, 359–360
Consistency, 465
Consistent messages, 465
Consolidating waste activities, 65–67
Continuing education courses, 258, 259
Continuity of purpose, 27–28
Continuous flow, 80–82
Continuous improvement, 10, 311, 372, 463
Continuous improvement and learning, 288–290, 304
Continuous improvement cycle, 49, 50
Continuous improvement spiral, 49–50, 51
Continuum of flow, 108
Contract labor companies, 27
Contributing, 17, 22–23
Control systems, 279–282, 292, 303
Controlled, 94
Conveyance (transportation), 36
Convis, Gary, 11
Corporate slogan, 341
Corrective action information, 121
Cost competitiveness through line simplification, 319
Cost models, 292
Cost profit planning, 302
Costantino, Bill, 394n
Countermeasures, 14
Cristiano, J., 272n
Criticism, 14
Cross-dock case study, 201–203
Culture change, 452–458
Current state map, 39, 42
Custom manufacturing environment, 100–102
Customer demand, 136–139, 146
Cycle losses, 71
Cycle time, 97, 136
Cycle time losses, 344–345
Czarnecki, Joe, 399
Daily activities (work group), 227–231
Dedicated, 94
Defective parts, 36
Defined agreement, 94–96, 100
Defined connections, 102
Dell Computer, 145
Delphi, 287–288, 294, 297–302, 429, 461
Demand and takt time, 136–139
Deming, Edward, 28
Denbrock, Bryan, 422
Denso, 272, 283, 420, 458–459
Denso’s efficient factory value stream approach, 420–423
Department manager, 223
Design-in, 285–286
Deviation by operators, 97
Digirolamo, Pasquale, 400
Disconnected stability, 52
DNA, 12
Drodge, Glenn, 400
Edmondson, A., 464n
Efficient factory, 420–423, 459
80/20 rule, 75, 310
Einstein, Albert, 341
Employee:
assimilation process, 246–247
case example, 261
classification, 68
continuing education courses, 258, 259
educational requirements, 265
example (engineers), 266–267
job instruction training, 250–255
job interview, 244
leadership training, 263–265
multifunction worker training timetable, 255–258
participation, 258
Personal Touch (PT), 265
probational period, 247
quality circle, 258–260
reflection, 268–269468 Index