Creating Lean Corporations Reengineering from the Bottom Up to Eliminate Waste 1st Edition by Jeffrey Morgan 1563273241 9781563273247

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ISBN 10: 1563273241

ISBN 13: 9781563273247

Author: Jeffrey Morgan

Creating Lean Corporations utilizes a bottom-up approach in which the employees who perform tasks are empowered to create and manage their own portions of the business process. Each task is defined using a task model that indicates the input-output relationships between tasks. This approach is essential for creating and improving business processes that are large and complex. This lean approach was successfully applied at a major automotive manufacturing company and was awarded the Charles F. Boss Kettering Award for technological innovation in 2000. This book is for business process managers (especially lean leaders) who seek to reengineer their business processes using lean principles.

Creating Lean Corporations Reengineering from the Bottom Up to Eliminate Waste 1st Table of contents:

Part I Getting an Overview of Lean Corporations

Chapter 1 Understanding the Lean Philosophy

Introduction to the Lean Philosophy

Reducing Inventory

Producing Zero Defects

Designing Subsystems and Components Based on System Performance

Identifying the Ideal Process and Optimizing the System

The Ideal Manufacturing Process

All Products Made Are Immediately Sold

Raw Materials Are Purchased and Used Exactly when Needed

No Defects Are Made

Minimum Processing Costs Are Used to Produce the Products

The Toyota Lean Manufacturing System

Definition of the Lean Philosophy

Process Orientation

Clearly Defined Roles and Responsibilities

Optimized Processes and Systems

Focus on the Customer

Transparency

Standardization

Continuous Improvement

Flexibility

The Ultimate Goal: The Lean Corporation

Part II Understanding the Nuts and Bolts of Lean Corporations

Chapter 2 Representing Corporations with a Business Process Model

Integration Definition for Function Modeling (IDEFO) Process Model

Elements of the IDEFO Process Model

Considering Processes and Tasks

Corporate Business Process Model

Internal Controls

Analyzing the Model

Materials and Resources

Materials

Resources

Corporate Financial Statements

Balance Sheet

Income Statement

Cash Flow Statement

Corporate Performance Reviews

Building the Corporate Business Process from the Bottom Up

Chapter 3 Creating and Using Hierarchies

Definition of Hierarchies

Summarizing Attributes

Minimizing Overlapping Groupings

Minimizing Couplings

Clearly Defining a Purpose

Display of Hierarchies

Node-Descendant View

Tree View

Tree-Table View

Corporate Hierarchies

Organization Structure

Program Structure

Other Hierarchies

Chapter 4 Decoupling Systems and Processes

Understanding How Systems and Processes Are Coupled

Minimizing System Coupling

Fewer Connection Points Equals Less Coupling

Example of Decoupling a System

Minimizing Process Coupling

Finding and Redesigning Process Coupling

Example of Decoupling a Process

Minimizing Coupling Throughout the Corporation

Example of Decoupling a Project Team

Example of Decoupling Employee Roles

Managing Coupled Systems

Subgroup Interactions

Subsystems Interact Only at Connection Points (Boundaries)

Fully Account for The Effect of One Subsystem on Another

Boundary Information Uses a Simplified (Less Detailed) Representation

Boundary Information Can Be Determined from Analytical Models and Physical Tests

Substructuring

The Finite Element Method

Systems Engineering

Managing Coupled Processes

Work Breakdown Structure (WBS)

Organizational Breakdown Structure (OBS)

Controlling Tasks

Chapter 5 Requirement Roll-Down Using the Design for Six Sigma Approach

Requirement Roll-Down Basics

Design Requirements

Design Characteristics Must Be Measurable

Design Characteristics Must Use Simple Boundary Conditions

Design Characteristics Must Facilitate Requirement Roll-Down

Design Characteristics Must Be Physics Based

Product Performance Reviews

Rating Systems

Design for Variation

Performance Assessment

Requirement Roll-Down Process

Design Verification Process

Part III Making Your Business Processes Lean

Chapter 6 Discovering Your Business Processes

The Discovery Process: A Top-Down Versus a Bottom-Up Approach

A Step-by-Step Look at Business Process Discovery

Step 1: Determine Which Business Processes to Discover

Step 2: Formalize the Project

Document the Project Scope

Select a Project Manager

Establish a Timeline

Formalize a Project Proposal

Step 3: Establish Formats and Hierarchies

Step 4: Document the Outputs

Step 5: Document the Controls

Step 6: Document the Tasks

Guidelines for Dividing Outputs into Tasks

The Typical Data Required for Each Task

Staying with the Documentation Process

Step 7: Create the Master Lists

Step 8: Select Inputs

Internal and External Inputs

The Input–Output Negotiation Meeting

Step 9: Identify and Validate the Processes

Step 10: Document the Resources

Step 11: Document the Procedures

Step 12: Close the Project

Chapter 7 Reengineering Your Business Processes

Overview of Reengineering

Reengineering as an Application of the Lean Philosophy

Finding Techniques for Process Evaluation

Creating the Baseline Process

Assessing Quality, Time, and Costs

Quality

Time

Cost

Process Redesign

Eliminate or Isolate Feedback Loops

Eliminate Non-Value-Added Tasks

Optimize the Critical Path

Optimize Process Threads

Revise Tasks

Develop New Tasks

Add Controlling Tasks

Reengineered Processes

Chapter 8 Implementing New Business Processes

Program Management Process

Program Initiation

Program Planning

Business Objectives

Business Processes

Planning Horizons

Long-Term Planning Horizon

Mid-Term Planning Horizon

Short-Term Planning Horizon

Budgets

Scheduling

Business Process Management Hierarchies

Process Assessment Reports

Program Approval

Program Execution and Control

Property Management

Resource Management

Materials Management

Program Closeout

Chapter 9 The Lean Corporation

Lean Corporation Organizational Structures

Financial

Product Engineering

Manufacturing

Sales and Service

Creating a Lean Corporation

Part IV Looking at Examples of Lean Business Processes

Chapter 10 An Example of Discovering Your Business Processes

Step 1: Determine Which Business Processes to Discover

Step 2: Formalize the Project

Step 3: Establish Formats and Hierarchies

Step 4: Document the Outputs

Step 5: Document the Controls

Step 6: Document the Tasks

Step 7: Create the Master Lists

Step 8: Select Inputs

Step 9: Validate the Process

Step 10: Document the Resources

Step 11: Document the Procedures

Step 12: Close the Project

Chapter 11 An Example of Reengineering Your Business Processes

Process Redesign to Facilitate Requirement Roll-Down

Process Redesign for Optimized Threads

Process Redesign to Handle Iterations

Process Redesign to Include Controlling Tasks

Reengineered Process Assessment

Chapter 12 An Example of Implementing New Business Processes

Program Initiation

Program Objectives

Vehicle-Level Performance Review

Program Planning

Business Objective Roll-Down

Optimized Business Process

Work Breakdown Structure

Organizational Breakdown Structure

Process Assessment Reports

Program Approval

Program Execution and Control

Vehicle-Level Work Package

Engine System-Level Work Package

Power Subsystem-Level Work Package

Program Close Out

Doing Requirement Roll-Down the Wrong Way

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