Management kaizen training, 311, 312
Managers, 233, 433 (See alsoLeadership)
Material and information flow diagram, 38
Material handler, 423
Material handling—big box mentality, 68–71
Material replenishment, 159–161
Medium issues, 311, 312
Meier, David, 5, 175, 394n, 461–463
Metalsa, 275–277
Metrics/measurement, 449–452
Microsoft Excel, 335, 383
Microwave method, 248
Microwaved lean coach, 436
Middle manager, 233, 433 (See alsoLeadership)
Minomi, 320
Mission statement, 28
Mistake proofing, 186–195
Mixed Model Value Streams(Duggan), 39
Model mix, 75
Muda, 345
Multifunction worker training timetable, 255–258
Multiple for level pattern, 153
Multiple scheduling points, 45
Multiprocess connected stability, 52, 53
Multitasking, 53
Mutual understanding, 275–277, 303
Narrowing and focusing process, 346
Nelson, R. David, 297
Nemawashi,13, 387
Never short the customer, 102
NOCTI test, 236
Non-value-adding activities (waste), 35–36
Northup Grumman, 429
NUMMI, 135, 184, 435, 452
Office staff, 224
Ohno, Taiichi, 8, 21, 33, 36, 38, 61, 80, 81, 275
Ohno circle, 60–61, 425
Okuda, Hiroshi, 199
OMCD, 38
OMDD, 287, 316
One-piece flow, 80–82 (See alsoSingle piece flow)
One-week kaizen event, 394
Operation cycle time, 136
Operation Management Consulting Division (OMCD), 38
Operational availability, 71–74
Operations Management Development Division
(OMDD), 287, 316
Operators, 97, 128, 184
Order processing—flow, 105–107
Organizational change, 427–466
auditing, 452–454
consistency, 465
culture change, 452–458
executive sponsor, 430
key ingredients of change, 439
lean coach, 434–437
learning by doing, 461–464
metrics/measurement, 449–452
middle manager, 433
piecemeal changes—one step at a time, 462–464
Organizational change (Cont.):
risk taking, 461–466
role structure, 431
sensei,437–439
sociometric stars, 434
supplier partners, 458–461
tale of two pistons (case study), 439–448
top management, 430–432
try and risk failure, 461–466
Organizational structure, 223–224
Ostreicher, David, 439
Out-of-cycle losses, 71
“Outdated” technology, 199–200
Outrun your headlights, 50
Outsourcing, 291
Overprocessing, 36
Overproduction, 35, 36, 83–85
Overtime, 233, 234
p-values, 22
Pace maker loop, 410, 411
Pacesetter, 43, 47, 150, 158
Paint seeds, 319
Parallel sourcing, 282
Pareto principle, 163
Partnering characteristics, 276
Parts only storage and delivery, 320
Patience, 425
PDCA, 364–375
Peer review, 264
Perfect stability, 59
Personal observation, 211, 344
Personal Touch (PT), 265
Philosophy, 6 (See alsoCompany philosophy)
Physical inventory, 210
Pitch time, 160
Pitch time increment, 148
Plan-do-check-act (PDCA), 364–375
Plant development activities, 289
Plant tours, 37–38
Plantwide lean tools approach, 406–408
Point kaizen, 40
Point of cause, 347, 348
Points of control, 158
Poka yoke,186–195
Policy deployment, 281, 402, 451
Politics, 427–428
Porter, Michael, 24
Power, 428
PPG, 429
Practical kaizen training, 311, 312
Preemptive corrective action, 90
Premature discussion of solutions, 326
Preshift verification, 121
Press, Jim, 22
Primary principle of lean, 82
Prius hybrid vehicle, 291, 357
Probational period, 247
Problem definition, 334–337
Problem resolution cycle, 178–181
containment, 181
control, 180–181Index 471