Enhanced descriptions from Syndetics:

Following in the tradition of its Shingo Prize-winning predecessors, Lean Production Simplified, Third Edition gives a clear overview of the structure and tools of the Lean production system. Written for the practitioner by a practitioner, it delivers a comprehensive insider's view of Lean management.

The author helps readers grasp the system as a whole, as well as the factors that animate it, by organizing the book around an image of a house of Lean production . Illustrating the eight kinds of waste, this updated edition of a bestseller:

This edition deepens and extends the previous edition with case studies on Lean outside the factory--in settings such as health care, IT, finance, design, engineering, and beyond. The case studies are based on personal experience of actual work in organizations generating real results.

Lean Production Simplified, Third Edition covers each of the components of Lean within the context of the Lean production system. The author's straightforward common sense approach makes this book an easily accessible, on-the-floor resource for every team member.

Table of contents provided by Syndetics

• The Birth of Lean
• Craft Production
• Mass Production
• Ford System
• Other Developments
• Growing Dysfunction
• Worker Alienation
• Quality
• Machinery
• Engineering
• Birth of Lean Production
• Historic Bargain
• A Novel Concept
• A Virtue of Necessity
• Completing the Lean Revolution at Toyota
• Summary
• Reference
• Endnotes
• Study Questions
• Lean Production System
• Why Lean Production?
• New Economics
• Systems and Systems Thinking
• The "Thinking Way"
• Basic Image of Lean Production
• Customer Focus
• Muda
• Motion
• Delay
• Conveyance
• Correction
• Overprocessing
• Inventory
• Overproduction
• Knowledge
• A Word of Caution
• Mura
• Muri
• Summary
• Endnotes
• Study Questions
• Stability
• Lean System Standards
• Visual Management
• 5S System
• S1-Sort
• S2-Set in Order
• S3-Shine (and Inspect)
• S4-Standardize
• S5-Sustain
• Total Productive Maintenance
• Key Measures
• Six Big Losses
• The Machine Loss Pyramid
• Small-Group Activity
• Summary
• Endnotes
• Study Questions
• Standardized Work
• Methods Engineering versus Lean Thinking
• What Do We Have to Manage?
• Maximize Utilization of Machines or People?
• Labor Density
• Why Standardized Work?
• Prerequisites for Standardized Work
• Elements of Standardized Work
• Takt Time
• Takt Time and Cycle Time
• Work Sequence
• In-Process Stock
• Charts Used to Define Standardized Work
• Production Capacity Chart
• Manpower Reduction
• Overall Efficiency Versus Individual Efficiency
• Standardized Work and Kaizen
• Guidelines for Economy of Motion
• Guidelines for Layout and Equipment
• Guidelines for Tools and Jigs
• Common Layouts
• Islands
• Connected Islands
• Connected Islands with Full-Work Control
• Cells
• Summary
• Endnotes
• Study Questions
• Just-in-Time Production
• Why JIT?
• Basic Principles of JIT
• Continuous Flow
• Pull
• The JIT System
• Kanban
• Kanban Metaphors
• Pacemaker Process
• The Store
• Six Kanban Rules
• Expanded Role of Conveyance
• How Frequently Should We Provide Production Orders?
• Quick Adjustment to Demand Changes or Other Sources of Instability
• Better Sense of Takt Time
• Fewer Peaks and Valleys
• Abnormality Control
• Two Kinds of Conveyance
• Production Leveling
• Responding to Changes in Customer Demand
• Heijunka Box
• Three Types of Pull Systems
• Type A Pull System
• Type B Pull System
• Type C Pull System
• Value Stream Mapping
• Summary
• Endnotes
• Study Questions
• Jidoka
• Development of the Jidoka Concept
• Why Jidoka?
• How to Improve Human Reliability
• Poka-Yoke
• Common Errors
• Inspection Systems and Zone Control
• Judgment Inspections-Discovering Defects
• Informative Inspections-Reducing Defects
• Source Inspections-Preventing Defects
• Vertical Source Inspections
• Horizontal Source Inspections
• Using Poka-Yokes
• Two Types of Action
• Three Paths to Poka-Yoke
• Poka-Yoke Detection Methods
• Implementing Jidoka
• Annual Jidoka Strategy and Goals
• Future Directions
• Summary
• Endnotes
• Study Questions
• Involvement
• Why Involvement?
• Terrible Waste of Humanity
• Activities Supporting Involvement
• Goal of Involvement
• Kaizen Circle Activity
• Structure of KCA
• KCA Training
• KCA Administration
• KCA Promotion
• Role of the Manager
• Practical Kaizen Training
• Key Factors for PKT Success
• Communication
• Grasping the Situation
• Problem Solving
• Role of the Supervisor
• Suggestion Programs
• Hassle-Free Process and Clear Rules
• Tangible Suggestions
• Intangible Suggestions
• Quick Decision-Making and Feedback
• Fairness
• Promotion
• Extrinsic and Intrinsic Motivation
• How to Motivate Suggestions
• Quantity First-Then Quality
• Annual Culture Hoshin
• Summary
• Endnotes
• Study Questions
• Hoshin Planning
• What Is Planning?
• Why Plan?
• Problems with Planning
• How Do We Create Flow?
• Hoshin Planning
• Focus of Hoshin Planning
• Alignment and Flexibility
• Hoshin Planning System
• PDCA
• Check Outcomes and Process
• Strengthen People
• Nemawashi
• Catchball
• The Control Department17 Concept
• A3 Thinking
• History of Report Writing
• Common Report-Writing Problems
• The Four Phases of Hoshin Planning
• Hoshin Generation
• Hoshin Deployment
• Output of Hoshin Deployment
• Hoshin Implementation
• Hoshin Evaluation
• Book of Knowledge
• Summary
• Endnotes
• Study Questions
• The Culture of Lean Production
• What Is Lean Culture?
• PDCA
• Grasping the Situation
• Plan
• Do
• Check
• Act
• Reflection-Breakfast of Champions
• Warm Heart Principle
• Standardization
• Standards and Abnormality Control
• Visual Management
• Teamwork
• Paradox
• Intensity
• Lean Production as a Path
• How Does Lean Culture Feel?
• Summary
• Final Comments
• Endnotes
• Study Questions
• Appendix A Glossary
• Appendix B Bibliography

Author notes provided by Syndetics

Pascal Dennis is President of Lean Pathways, an international coaching team. He is the author of four previous books on Lean management, all of which have won the prestigious Shingo Prize for outstanding research in the field of operational excellence. Pascal and his team have worked with major healthcare systems like Inova Health System, Baptist Memorial Healthcare Corporation, Health Sciences North and Salem Health, as well as Fortune 100 companies like Kimberly Clark and Lockheed Martin.

Pascal learned the Toyota business system in leadership positions at Toyota Motor Manufacturing Canada, one of Toyota's best plants, and has worked with leading senseis in North America and Japan.

Pascal lives in Toronto with his wife and three children.

For more information please visit www.leansystems.org.