Here's the quickest and most inexpensive way to learn about the pioneering work of Shigeo Shingo, co-creator (with Taiichi Ohno) of just-in-time. It's an introductory book containing excerpts of five of his classic books as well as an excellent introduction by Professor Robinson.

"Here's the quickest and most inexpensive way to learn about the pioneering work of Shigeo Shingo, co-creator (with Taiichi Ohno) of just-in-time. It's an introductory book containing excerpts of five of his classic books as well as an excellent introduction by Professor Robinson."--Provided by publisher.

In this third book of the Shingo Model series, Continuous Improvement focuses on five of the Shingo Guiding Principles: seek perfection, embrace scientific thinking, focus on process, assure quality at the source, and improve flow and pull. Each chapter in Continuous Improvement is designed to enhance your comprehension of one or more aspects of the Continuous Improvement dimension of the Shingo Model and to increase your understanding of how the dimension interrelates with and complements the other principles in the Shingo Model. Ultimately, this explanation grounds the technical science of continuous improvement with a powerful social science that focuses on people development. It is this combination that creates the opportunity for improvement to be truly continuous. Because tacit learning is critical to deepening your continuous improvement knowledge, "Reader Challenges" are included throughout the text to encourage you to apply what you have read within the context of your own organization. This hands-on practice is necessary to understand the interrelatedness of principles, systems, and tools that are inherent in the Shingo Model. The Shingo Institute recognizes that "the transformation from traditional philosophy and practices to organizational excellence does not occur without the courage, creativity, and persistence of everyone in the organization—from executives to managers to team members on the frontline."

Essentials for the Improvement of Healthcare Using Lean & Six Sigma is all about real and immediate quality improvement. Written by D.H. Stamatis, a renowned expert in organizational development and quality, the book addresses concerns that can be ameliorated with minimal government intervention. Detailing immediate paths for improvement fundamental to primary care, hospitals, and managed care, the book: Introduces much-needed mechanics of change, including transitioning from hierarchical groups to interactive inclusionary teams Focuses on customer satisfaction as a key indicator of quality Explains how Lean and Six Sigma tools can be readily applied to healthcare Spotlights primary care, including how to define and redesign its process and develop better metrics Presents IT applications that will improve billing, documentation, and patient care Examines Malcolm Baldrige National Quality Award criteria as it applies to healthcare Illustrates quality improvements and best practices through real world case studies Includes a companion CD with Six Sigma forms and formulas, Lean improvement tools, and other quality tools and worksheets Whether you think advances in technology and medicine, coupled with freedom of choice, makes the U.S. healthcare system the best in the world, or whether you believe growing costs, regulatory morass, and a tort-obsessed culture drop it to the bottom; it is evident that the processes currently employed and the subsequent defensive medicine philosophy that has resulted will not be able to meet the future demands of our aging society. Through Six Sigma and Lean, this text moves the focus from reactive controls to the proactive efficiency required to implement real and sustainable quality improvements that will allow us to forge a system that is all about wellness.

The Lean concepts and principles described in this book have revolutionized manufacturing practice and business conduct in a manner similar to what Henry Ford’s system did for mass manufacturing. Lean production however, involves much more than the adoption of methods and procedures, it requires a change in management philosophy that emphasizes relationship building, trust, and responsibility being conferred to frontline workers and suppliers. Based on three decades of teaching experience, Lean Production for a Competitive Advantage: A Comprehensive Guide to Lean Methodologies and Management Practices introduces the Lean philosophy and illustrates the effective application of Lean tools with real-world case studies. From fundamental concepts to integrated planning and control in pull production and the supply chain, the text provides a complete introduction to Lean production. Coverage includes small batch production, setup reduction, pull production, preventive maintenance, standard operations, as well as synchronizing and scheduling lean operations. Detailing the key principles and practices of Lean production, the text also: Illustrates effective implementation techniques with case studies from a range of industries Includes questions and completed problems in each chapter Explains how to effectively partner with suppliers and employees to accomplish productivity goals Designed for students who have a basic foundation in production and operations management, the text provides a thorough understanding of the fundamental principles of Lean. It also offers practical know-how for implementing a culture of continuous improvement on the shop floor or in the office, creating a heightened sense of responsibility and pride in all stakeholders involved, and enhancing productivity and efficiency to improve the bottom line. Instructor’s material available – please contact: [email protected] or call 1-800-634-7064 to request these materials.

The basic principle of the Theory of Constraints (TOC) is the impossibility of running a balanced factory at 100 percent capacity. Variation in processing and material transfer times is the root cause of longer cycle times and higher inventories, which can hinder the ability to run a factory at full capacity. In Beyond the Theory of Constraints, William Levinson challenges this basic principle by stating that variation in processing and material transfer times comes from special or assignable causes that can be eliminated through traditional quality management techniques. Even random or common-cause variation can be suppressed through lean manufacturing methods. This compelling book: Gives a complete overview of the Theory of Constraints and its impact on engineering and managerial economics Illustrates the effect of variation in processing and material transfer times, and shows why this variation prevents achievement of 100 percent utilization Describes methods for reducing variation in processing and material transfer times Discusses methods for increasing productivity and reducing cycle times - these are useful for elevating the constraint (increasing its capacity) and reduce variation This book will teach business executives, managers, and technical professionals, including quality and manufacturing engineers, how to identify and remove variations and maximize capacity to achieve bottom-line results.

If one accepts the premise that there is no wealth without production, whether at the individual or national level, one is immediately led to the conclusion that the study of productive systems lies at the forefront of subjects that should be intensively, as well as rationally and extensively, studied to achieve the desired 'sustainable growth' of society, where the latter is defined as growth in the quality of life that does not waste the available resources in the long run. Since the end of World War II there has been a remarkable evolution in thinking about production, abetted to a large measure by the nascent field of informatics: the computer technology and the edifices that have been built around it, such as information gathering and dissemination worldwide through communication networks, software products, peripheral interfaces, etc. Additionally, the very thought processes that guide and motivate studies in production have undergone fundamental changes which verge on being revolutionary, thanks to developments in operations research and cybernetics.

If your goal is 100% zero defects, here is the book for you — a completely illustrated guide to poka-yoke (mistake-proofing) for supervisors and shop-floor workers. Many poka-yoke ideas come from line workers and are implemented with the help of engineering staff or tooling or machine specialists. The result is better product quality and greater participation by workers in efforts to improve your processes, your products, and your company as a whole. The first section of the book uses a simple, illustrated format to summarize many of the concepts and main features of poka-yoke. The second section shows 240 examples of poka-yoke improvements implemented in Japanese plants. The book: Organizes examples according to the broad issue or problem they address. Pinpoints how poka-yoke applies to specific devices, parts and products, categories of improvement methods, and processes. Provides sample improvement forms for you to sketch out your own ideas. Use Poka-yoke in study groups as a model for your improvement efforts. It may be your single most important step toward eliminating defects completely. (For an industrial engineering perspective on how source inspection and poka-yoke can work together to reduce defects to zero, see Shigeo Shingo's Zero Quality Control.)