Lean Management for Small and Medium Sized Enterprises

ISBN-13: 9789811943423 / Angielski / Miękka / 2023

Ganesh Mahadevan;Kalyana C. Chejarla

Opis

This book provides a step-by-step guide to implementing lean at SMEs using an approach that has been tested and fine-tuned at over a hundred organizations across India, South East Asia and the Middle East. The book approaches Lean through an implementation project cycle flow and enables the reader to understand the imperative for Lean, how to diagnose current operations, how to plan and deploy Lean and shows a path for long-term sustenance. Diverse situations such as meeting the demand fluctuations, designing a facility, or improving profit margin etc. are included in the case studies from multiple sectors, to ensure that every reader finds a situation similar to their organizational situation. While the publicly available literature on lean offers a large collection of tools and techniques, given each organization’s unique context, the choice of the right sequence of tools differ. The book offers guidelines in terms of which solutions work in which context, backed by real-cases, which is a big help to the resource constrained SMEs. This book is an equally good resource for the organizations that have already implemented lean, as it provides realistic pointers about sustaining, tackling supply chain uncertainties and going beyond Lean by integrating emerging technologies and management principles. It is an excellent resource for students and researchers studying this area and also for corporates, professionals and industry watchers.

Spis treści

​ MODULE I: INTRODUCTION

1. History of Lean Management

-       Origination of Toyota Production System

-       Adaptation by the Western world

-       The competitive imperative and compelling value proposition

-       Cross-linkage of chapters, cases and sectors

 

2. Lean Management Principles

-       14 principles of lean management

-       Customer focus

-       Understanding value and waste  - Muda, Muri and Mura

-       Culture of a lean enterprise

-       Key Metrics

 

MODULE II: SMEs and Lean Management

3. Overview of Small and Medium Enterprises

-       Definition and economic role

-       Challenges and constraints, Ownership and Management styles

-       Barriers and Enablers to Lean implementation

-       Targeted Lean Interventions – NCMP Lean Cluster scheme in India, Similar programs in other countries

4. Generic Framework for Lean implementation

-       The five stage  Lean implementation framework ( Assessment, Create Flow, Enable and Support Flow, Standardize and Sustain)

-       Approaches to implementation

·         Problem Solving

·         The Focused Improvement Workshop

·         Advisory & Hand holding

-       Pros & Cons – what works best when

 

MODULE III: IMPLEMENTATION

5. Commencing the Lean Journey - Diagnosis

-       Understanding management goals and objectives

-       Core Team formation – getting the buy-in

-       Gemba walk and identification of sources of value

-       Measuring the current state using tools & templates such as VSM, MFD, OEE etc.

-       Measuring Key metrics; Industry-specific key attributes

 

6. Designing the Lean Intervention & Developing Project Plan

-       Create a Lean Roadmap for the enterprise

-       Prioritizing projects – The importance of quick wins

-       Set-up project management organization – Lean Champions, Pillar Heads

 

7. Implementation

-       Team formation & taking ownership

-       Kick starting through Focused Improvement Workshops / Events

-       Create Flow – Core concepts such as One piece flow, process and layout design

-       Enable Flow – Lean tools including Cycle time reduction, line balancing,  Pull systems (kanban) etc

-       Support Flow through SMED, Problem Solving, Jidoka etc

-       Validating results and updating standards

-       Feedback from implementation to back to plan

 

MODULE IV: MONITORING & SUSTENANCE

 

8. Post-implementation Monitoring

-       Causes and prevention of slip-back

-       Post-implementation reporting

-       Standardizing processes through tools such as 5S, Poka-Yoke, AM, & PM etc.

-       Tools & Templates

 

9. Sustaining Lean

-       Why Lean journeys often fail to sustain

-       Building Continual Improvement culture through kaizen

-       Periodic Lean Assessments

-       Beyond Operations - Expanding lean to the rest of the organization

-       Commitment of senior management

-       Tools & Templates

 

MODULE V: ACHIEVING LEAN EXCELLENCE

 

10. Turbo charging lean

-       Six Sigma

-       Industry 4.0,

-       Theory of Constraints

-       Sustainability

11. Leveraging Lean to tackle uncertainty

-       Increasing occurrence and intensity of supply chain disruptions

-       Supply Chain Risk Management

-       Extending lean to supply chain

-       Lean and flexibility

-       Extending lean principles to achieve supply chain resilience

 

Appendix – Detailed Case Studies

 

                     i.            Animal Feed (process industry) – Company turnaround through Lean intervention

                   ii.            White Goods - Commercial refrigerator manufacturer – Classic Lean journey Tactical to Strategic; implement in existing plant to designing a new plant)

                 iii.            Restaurant (Service operations) – customer delight through service and a template to growth

                 iv.            Electronic products (High-speed discrete manufacturing) – reducing costs and building in flexibility

                   v.            Plastic toys – Lead Design for a new product and facility

                 vi.            Bulk Drugs (Pharmaceuticals) – applying problem-solving techniques for targeted improvements

VIII.        Agricultural Seed Processing – Lean approach for a highly seasonal industry

O autorze

​Ganesh Mahadevan is a partner and Lead Consultant at Kanzen Institute Asia Pacific Pvt. Ltd. (www.kiap.in), India, an organization co-founded by former associates of global Kaizen Sensei Masaaki Imai. With a Bachelor’s degree in Metallurgical Engineering from the Indian Institute of Technology, Mumbai, and a Masters in Business Management in operations management, his initial years were spent in global majors in the aluminium industry including HINDALCO and Pyrotek. After a four-year stint in Deloitte’s process consulting practice he joined KIAP in 2007 and has since worked extensively on more than sixty comprehensive Lean transformations across a wide range of industry sectors, sizes, and geographies. He is an empanelled Lean Expert with the Government of India and successfully led lean implementations in several MSME clusters under the NMCP scheme. 

Kalyana C. Chejarla is an Assistant Professor at the Institute of Management Technology, Hyderabad. He obtained his PhD from the Indian Institute of Management Lucknow, completed his postgraduate studies from Indian Institute of Management Ahmedabad and ICFAI Business School, and holds a B.Sc. (Engineering) from National Institute of Technology Jamshedpur. His areas of interest are operations, logistics and supply chain management, lean and quality management, and business process management. Before moving into academics in 2014, he has worked for about 18 years in the supply chain domain at globally renowned organizations such as Tata Motors, HCL Technologies, Tata Consultancy Services and Dell International Services, working extensively with clients in US and Japan.