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Titlebook: Lean Organization: from the Tools of the Toyota Production System to Lean Office; Andrea Chiarini Book 2013 Springer-Verlag Italia 2013 Le

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发表于 2025-3-21 17:50:27 | 显示全部楼层 |阅读模式
书目名称Lean Organization: from the Tools of the Toyota Production System to Lean Office
编辑Andrea Chiarini
视频videohttp://file.papertrans.cn/583/582514/582514.mp4
概述Explains how to implement lean thinking inside both manufacturing and service industries.Describes and explains a variety of methods and tools.Includes case study material based on real consultancy ex
丛书名称Perspectives in Business Culture
图书封面Titlebook: Lean Organization: from the Tools of the Toyota Production System to Lean Office; Andrea Chiarini Book 2013 Springer-Verlag Italia 2013 Le
描述.Lean Organization for Excellence. describes the right way to implement lean thinking inside both manufacturing and service industries. After explaining the origins of the concept and discussing ‘wastes‘ and value added, the book aims to set out a precise path of action. To this end, the so-called Hoshin Kanri method of defining business objectives and targets is explained, and a Value Stream Mapping tool that serves to identify all wastes is described. Subsequent chapters cover each of the TPS (Toyota Production System) tools, from 5S to SMED, and special attention is devoted to the Ducati case study, in which tools such as 5S and Kanban are applied. Lean metrics and the innovative Value Stream Accounting are discussed, and the closing chapter focuses on Lean Office for the service industry. Each chapter includes illustrations and tables relating to practical cases concerning the subject under consideration, based on real consultancy experiences..
出版日期Book 2013
关键词Lean Office; Lean Organisation; Lean Thinking; Operational Excellence; Toyota Production System
版次1
doihttps://doi.org/10.1007/978-88-470-2510-3
isbn_softcover978-88-470-5597-1
isbn_ebook978-88-470-2510-3Series ISSN 2280-1464 Series E-ISSN 2280-2088
issn_series 2280-1464
copyrightSpringer-Verlag Italia 2013
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The Main Methods of Lean Organization: Kanban, Cellular Manufacturing, SMED and TPM,The principle that fuels this system is that the customer “pulls” the products through the value stream with orders, thus avoiding “pushing” the products towards the customers through predictions by the organization itself.
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Using Value Stream Mapping to Visualize Value Added,n 10% of all activities are actually value added. Organizations that start using Lean, using . (., subject of this chapter), estimate a percentage of value added activities between 5% and 15%. Value added is measured according to the . set down by the customer.
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2280-1464 and tables relating to practical cases concerning the subject under consideration, based on real consultancy experiences..978-88-470-5597-1978-88-470-2510-3Series ISSN 2280-1464 Series E-ISSN 2280-2088
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Andrea Chiarini, most of which are beneficial to the body; only a small number of them that are highly reactive are key to the oxidative damage. Selective antioxidation and endogenous antioxidant are the most reliable means to resist oxidative damage. The finding of selective antioxidation and endogenous antioxida
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