Lean Management for Small and Medium Sized Enterprises: Adapting Operations to Changing Business Environment

Foreword
Preface
	Perspective of the book
	Organization of this book
	Guide to the Case Studies Section
	Audience and Pathways
Acknowledgements
Contents
About the Authors
List of Figures
List of Tables
1 The Imperative of Lean Management
	1.1 History of Lean Management
		1.1.1 Mass Production (1908–44)
		1.1.2 Toyota Production System (1945–75)
		1.1.3 Foray of Lean into USA (1975–2000)
		1.1.4 Diffusion of Lean into Rest of the World (2000–2020)
	1.2 The Imperative
	1.3 Summary
	References
2 Lean Management Principles
	2.1 Introduction
	2.2 Lean Management Philosophy
	2.3 Lean Management Maturity Phases
		2.3.1 Flow
		2.3.2 Pull
		2.3.3 One-Piece Flow
		2.3.4 Stabilization
	2.4 Performance of Lean Enterprises
	2.5 Summary
	References
3 Lean Management in Small and Medium Enterprises
	3.1 Introduction
	3.2 Overview of SMEs
		3.2.1 Economic Role
		3.2.2 Unique Constraints of SMEs
		3.2.3 Growth Orientation
		3.2.4 Barriers and Enablers to Lean in SMEs
	3.3 Resistances to Initiating Lean
		3.3.1 Financial Resistance
		3.3.2 Non-financial Resistance
	3.4 Summary
	References
4 Lean Implementation Methodology for SMEs
	4.1 Introduction
	4.2 Lean Implementation Methodology
	4.3 Breaking Down the Barriers—Approaches to Initiating Lean
		4.3.1 Rapid Process Improvement Approach
		4.3.2 Problem-Solving Approach
	4.4 Summary
5 Commencing the Lean Journey
	5.1 Introduction
	5.2 Time-to-Serve
		5.2.1 Measuring Time-to-Serve
		5.2.2 Assessing Output Capability
	5.3 Cost-to-Serve
		5.3.1 Measuring Cost-to-Serve
	5.4 Assessment Criteria
	5.5 Target Setting
		5.5.1 Growth-Oriented Targets
		5.5.2 Profitability-Oriented Targets
		5.5.3 Employee Well-Being
	5.6 Summary
6 Designing the Lean Intervention
	6.1 Introduction
	6.2 Building a Roadmap
		6.2.1 Sequencing the Improvement Projects
		6.2.2 Motivating the Team
	6.3 Developing the Roadmap
		6.3.1 Theme-Based Roadmaps
	6.4 Preparing for Implementation
		6.4.1 Focused Improvement Workshops
		6.4.2 Post-workshop Reviews and Handholding
	6.5 Organization Structure for Lean
	6.6 Summary
7 Implementing Lean
	7.1 Introduction
	7.2 Begin with Flow
	7.3 Understanding Basic Flow
	7.4 Key Consideration for Flow
	7.5 Creating Flow
		7.5.1 Stage 1—Refining Process Flow Design
		7.5.2 Stage 2—Redesigning the Layout
		7.5.3 Stage 3—Implement Redesigned Layout
		7.5.4 Stage 4—Run and Validate Flow
	7.6 Pull Systems
		7.6.1 Space
		7.6.2 Storage or Material Handling Containers
		7.6.3 Electronic Signals
		7.6.4 FIFO Lanes
	7.7 Value Addition Must Flow
		7.7.1 Product is Fixed
		7.7.2 Person is Fixed
	7.8 Flow in Services
	7.9 Enabling Flow
	7.10 Summary
	Reference
8 Stabilization
	8.1 Introduction
	8.2 Standards
	8.3 Standard Operating Procedures (SOP) and Work Instructions (WI)
	8.4 Autonomous Maintenance (AM)
	8.5 Planned Maintenance
	8.6 5S
	8.7 Summary
9 Sustaining Lean
	9.1 Introduction
	9.2 Sustenance Stages of Lean Adoption
		9.2.1 Stage I: Tried and Failed
		9.2.2 Stage II: Successful Pilot
		9.2.3 Stage III: Standalone Intervention
		9.2.4 Stage IV: Enhanced Lean
		9.2.5 Lean Thinking
	9.3 Factors Affecting Lean Sustenance
		9.3.1 People Related
		9.3.2 Scaling Across
		9.3.3 Creating Headroom
		9.3.4 Making Own Lean Operating Model
		9.3.5 Periodic Lean Assessment
		9.3.6 Top Management Commitment
	9.4 Empirical Study of Lean Sustenance
	9.5 Summary
	Reference
10 Beyond Lean
	10.1 Introduction
	10.2 Sustainability
		10.2.1 Description
		10.2.2 Integration with Lean
	10.3 Six Sigma
		10.3.1 Description
		10.3.2 Integration with Lean
	10.4 Theory of Constraints
		10.4.1 Description
		10.4.2 Integration with Lean
	10.5 Industry 4.0
		10.5.1 Description
		10.5.2 Integration with Lean
	10.6 Time-Driven Activity-Based Costing (TdABC)
		10.6.1 Description
		10.6.2 Integration with Lean
	10.7 Summary
	References
11 Leveraging Lean to Tackle Uncertainty
	11.1 Introduction
	11.2 Definition of Terms
		11.2.1 Sources of Disturbance
		11.2.2 Strategies
	11.3 Recent Supply Chain Disruptions
		11.3.1 COVID-19
		11.3.2 Semiconductor Manufacturing Factory Fire
		11.3.3 Brexit
		11.3.4 Suez Canal Blockade
		11.3.5 Drought in Taiwan
		11.3.6 The Texas Freeze
	11.4 Lean: Counter to Uncertainty
		11.4.1 Fire at Aisin Seiki Plant (1997)
		11.4.2 Strike at the US West Coast Ports (2002)
		11.4.3 Manufacturing Problems at Freescale (2005)
	11.5 Summary
	References
Case Study 1: Seeds of Growth
	Background
	The Seed Industry
	Approach to Lean Initiative
		Stage 1: Initiating Lean Thinking
		Stage 2: Making Equipment Reliable
		Stages 3 and 4 Process Improvement and Validation
	Sustaining and Moving Ahead
Case Study 2: Business Transformation Through Lean
	Background
	Diagnostic
	Roadmap
		Improve Flow
		Implement Pull
		Stabilize Processes
	Implementation
		Focus Area#1—Establishing Flow at Final Processes
		Focus Area#2—Enhancing Subcontractor Capacity and Linking with the Final Processes
		Focus Area#3—Improving Capability of Upstream Processes
		Focus Area#4—Linking Up the Entire Value Stream
		Standardize and Sustain
	Conclusion
Case Study 3: The Lean Restaurant—Serving Customers Effectively
	Background
	Management Goals
	The Approach
	Obstacles to Flow
		Flow of Guest
		Flow of Service
		Flow of Food
	Implementation
		Increasing Service Staff Availability at the Guest Tables
		Reducing Guest Wait Time for Table
		Speed and Efficiency of Food Preparation
	Standardization of Operations
	Overall Outcomes
	Conclusion
Case Study 4: Lean Design for New Product Manufacturing
	Background
	The Challenge
		Step I—Process Flow Design
		Step 2—Freezing the Layout
		Step 3: Physical Implementation of the Designed Process Flow and Layout
	Outcomes of the Project
Case Study 5: Lean at Gubba Cold Storage
	Background
	Operations
	The Lean Journey
	Initiating Lean Through Focused Improvement Workshops
		Improve Space Utilization
		Reduce Truck Turnaround Time
	Standardization
	Stabilization Phase
		Leveraging Technology to Sustain Lean
		Lean in the Latter Years
	Conclusion
Case Study 6: Applying Lean to Problem Solving in the Pharmaceutical Sector
	Background
	Applicability of Lean in Bulk Drugs
	Setting Up the Cluster
	Current State Assessment
	Implementation
		Phase 1—Enable Flow
		Phase II—Stabilization
	Sustaining Lean
	Conclusions
Case Study 7: GSV Industries—A Case study on Lean Implementation
	Background and Context
	Projects Identification and Selection
		Stamping
		Stamping Projects
		Motor Guard Section Observations
		Motor Guard Section Projects
	Roadmap Creation
		Project Team
		Project Schedule
	Implementation
		Increasing the Stamping Press OEE
		Improvement in Throughput of Motor Guard Line
		Standardization and Sustenance Plan
	Conclusion