1st Edition

Relentless Improvement True Stories of Lean Transformations

By Bill Trudell Copyright 2013
    237 Pages 16 B/W Illustrations
    by Productivity Press

    Tracing the author’s decades-long continuous improvement journey, Relentless Improvement: True Stories of Lean Transformations walks readers through vivid shop floor experiences to convey a genuine feel for the environments in which Lean Six Sigma transformations occur. Recounting numerous Lean Six Sigma transformations, it illustrates the spectrum of successful operational tactics.

    The story starts just outside Detroit, Michigan in the 1970s when the auto industry was booming, and most people in the area worked in the car factories, or in one of the component factories that supplied the Big Three. The complexity and detail of the projects grow chapter by chapter. The book begins by explaining how to manage Lean basics such as applying 5S, shortening product cycle times, and creating standard work. It then progresses to factory Lean Six Sigma transformations. Providing implementation guidance geared to functions on the operational level, the book:

    • Presents stories based on the author’s interactions with company leaders and shop-floor employees in the midst of great change
    • Illustrates real-world plant politics and manufacturing situations using compelling stories
    • Highlights valuable lessons learned at the end of each chapter

    Using an engaging story format, the book recounts the author’s career experiences to provide you with a real-world understanding of how to use Lean tools. The stories in the book illustrate everything from standard work and takt time to Kaizen events and Total Productive Maintenance. The text also includes accounts of "front end" or administrative processes such as product development and materials handling.

    A Manufacturing Family
    Lessons Learned

    My First Factory
    Lessons Learned

    Maybe Not Lean, But Lean Things
    Do It Right the First Time
    Product Development
    Problem Solving
    Takt Time
    Standard Work
    Lessons Learned

    My First Process Improvement Project
    Leadership Nirvana
    Lessons Learned

    Process Improvement Project #2
    The New Owners Are at the Gate
    Lessons Learned

    My Lean Journey Begins
    Water Spiders
    The Building Is on Fire
    Hazardous Spill
    Lessons Learned

    Outboard Marine Corporation — Marine Power
    Products Group
    Marine Power Product Group Purchasing
    Getting to Know the Gemba: The Product and the People
         OMC–Burnsville
         OMC – Calhoun
         Lessons Learned
    Jet Skis
         Lesson Learned
    Cylinder Sleeves
         Lessons Learned
    More Standard Work
         Lessons Learned

    Japan
         Mr. Yamata
              Are You Sure He Is Not Mad at Me?
         Closing Out the Audit
         Mouth Test
         Lessons Learned
    Multi-Plant Inventory Reduction
         Lesson Learned
    Bearing Shortage
         Lesson Learned
    Stickle Bricks: One-Piece Flow
    Affinity Diagram
         Lesson Learned
    The War Room
         Lesson Learned
    The Project Continues
    Design for Manufacture and Assembly
    Proven Technology versus High-Tech
         Lesson Learned
    Competitive Product Comparison Project: Boston
    Consulting Group
         Lesson Learned

    Lean Transformation # 1
    The New plant manager
         The "Incentive" System
    Quality at the End of the Line
    The Aft Cabin
    Rate versus Quality
         Let’s Summarize
    The Loop
    The Transformation Begins
    5S
    Quality: Stabilizing the Processes
    Quarter Drills: Production Status Boards
    Manufacturing Engineers/Process Improvement Technicians
    Lean Training
         Boot Stripe Rework Reduction: Defects, Non-Value-Added Rework
         Lesson Learned
    Where to Start
    Grinding and Flipping Fiberglass Decks: Waste, Rework, Transportation, Motion
    Fiberglass Small Parts

    Components Plant
    On Sabbatical
    Let’s Get Lean

    Lean Transformation #2
    Process Improvement at Wellcraft
         Lamination Process Improvement
         Mold Care Project
         Assembly Process Improvement
              Implement 5S
              Quality Process
              Lean Six Sigma Cost Reduction Projects
              Product Development
         Lesson Learned

    Improve Design Engineering Process
    Lessons Learned

    Improve Materials Management Process

    Lean Transformation Strategies
    Elements of a Successful Lean transformation
         Develop a Lean Roadmap
         Get a Lean Leader
         Establish a Lean Steering Committee
         Establish a Lean Resource Plan
         Establish a Lean Team in the Company
         Establish and Communicate the Lean Vision for the Company
         Develop the Roll-Out Plan
         Implement the Plan
         Implement Relentless Improvement
         Map and Improve Support Processes
         Move to Advanced Lean
    Implement the Roll-Out Plan
         General Training: Lean Values, Overview
         5S Implementation
         Map and Improve Value Streams
         Implement Lean Metrics and Visual Management
         Total Productive Maintenance (TPM)
         Align Product Development/New Product Launch with Lean Principles
         Deploy and Sustain Relentless Improvement Activities
         Map and Improve Support Processes
         Kaizen Events
         Move to Advanced Lean
    Miscellaneous Topics

    Various
    Surviving
    Organizational Politics Leadership
    How to Conduct a Process Mapping Event
         DAY 1
         DAY 2
         DAY 3

    Index

    Biography

    Bill Trudell is a passionate manufacturing professional and scholar of Lean Six Sigma. He has worked in manufacturing for twenty-five years in positions ranging from assembly line worker to middle management roles to vice president of quality and process improvement. He is currently president of Relentless Excellence LLC. a Lean Six Sigma practice, and has led or been directly involved in Lean Six Sigma transformations and projects for more than twenty years leading three factory Lean Six Sigma transformations.

    Mr. Trudell graduated from the University of Tennessee and earned an MBA from Jacksonville State University. He holds the ASQ Certified Six Sigma Black Belt and the University of Michigan Lean Certificate. He is APIC and NAPM certified and has attended training at the University of Virginia’s Darden School of Business and Northwestern University’s Kellogg Graduate School of Management. Mr. Trudell co-authored Lean Six Sigma that Works published by AMACOM and his efforts were highlighted on the April 2007 cover of Composites Manufacturing Magazine.

    He currently offers Lean Six Sigma leadership services through http://www.RelentlessExcellence.com.