MARC Record from marc_columbia

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001 14747925
005 20201022231045.0
006 m o d
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008 180331s2013 flua ob 001 0 eng d
010 $a 2012017891
035 $a(OCoLC)ocn802261803
035 $a(NNC)14747925
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020 $a9781466505384$q(electronic bk.)
020 $a1466505389$q(electronic bk.)
020 $a9781466575790
020 $a1466575794
020 $z9781466505377
020 $z1466505370
020 $z9781138434769
020 $a1138434760
020 $a9781138434769
024 7 $a10.1201/b12529$2doi
035 $a(OCoLC)802261803$z(OCoLC)804665531$z(OCoLC)810039623$z(OCoLC)816678836$z(OCoLC)880575204$z(OCoLC)889581293$z(OCoLC)988442302$z(OCoLC)991987462$z(OCoLC)994896593$z(OCoLC)1031052275$z(OCoLC)1058097885$z(OCoLC)1063630244$z(OCoLC)1086521788$z(OCoLC)1156362112$z(OCoLC)1192349648
037 $aCL0500000433$bSafari Books Online
050 4 $aTS155$b.L3673 2012eb
072 7 $aBUS$x087000$2bisacsh
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082 04 $a658.5/33$223
084 $aBUS000000$aBUS053000$aTEC020000$2bisacsh
049 $aZCUA
100 1 $aLevinson, William A.,$d1957-
245 10 $aLean management system LMS:2012 :$ba framework for continual lean improvement /$cWilliam A. Levinson.
260 $aBoca Raton :$bCRC Press,$c©2013.
300 $a1 online resource (xii, 189 pages) :$billustrations
336 $atext$btxt$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
347 $adata file$2rda
520 $a"The success of a Lean manufacturing program depends far more on organization-wide leverage of Lean manufacturing tools than it does on the tools themselves. To this the organization must add the human relations aspects that earn buy-in and engagement by all members of the workforce, to the extent that workers will react immediately and decisively to the presence of waste. The synergy of the human and technological aspects of Lean form what Henry Ford called a universal code for the achievement of world-class results in any enterprise, and which he put into practice to deliver unprecedented bottom line results. This book expands upon and systemizes this universal code into a structure or framework that promotes organizational self-audits and continuous improvement. The book's first section offers a foundation of four simple but comprehensive Lean key performance indicators (KPIs): waste of the time of things (as in cycle time), waste of the time of people, waste of energy, and waste of materials. The Toyota Production System's seven wastes are all measurable in terms of these four KPIs, which also cover the key metrics of Eliyahu Goldratt's Theory of Constraints: throughput, inventory, and operating expense. The first section then adds a proactive improvement cycle that sets out to look for trouble by isolating processes for analytical purposes and then measuring (and balancing) inputs with outputs to force all wastes to become visible. It is in fact technically impossible for any waste of material or energy to hide from what chemical engineers call a material and energy balance. Application of this book's content should therefore satisfy most provisions of the ISO 14001 environmental management system standard and the new ISO 50001 energy management system standard. The second section consists of an unofficial (and therefore customizable) standard against which the organization can audit its Lean management system. The unofficial standard is designed to be compatible with ISO 9001:2008 so internal auditors can assess both systems simultaneously. Each provision includes numerous examples of questions that promote audits in a narrative form as opposed to yes/no checklists or Likert scale ratings. The unofficial standard can also be downloaded (without the assessment questions) from the publisher's Web site. The third section elaborates in detail on the second and provides numerous real-world examples of applications"--$cProvided by publisher.
504 $aIncludes bibliographical references and index.
588 0 $aPrint version record.
505 0 $aSection 1. Overview -- section 2. LMS : 2012 -- section 3. Details and expanded explanation.
546 $aEnglish.
650 0 $aLean manufacturing.
650 0 $aContinuous improvement process.
650 0 $aCosts, Industrial.
650 7 $aBUSINESS & ECONOMICS$xGeneral.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xQuality Control.$2bisacsh
650 7 $aTECHNOLOGY & ENGINEERING$xManufacturing.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xProduction & Operations Management.$2bisacsh
650 7 $aTECHNOLOGY & ENGINEERING$xIndustrial Engineering.$2bisacsh
650 7 $aTECHNOLOGY & ENGINEERING$xIndustrial Technology.$2bisacsh
650 7 $aContinuous improvement process.$2fast$0(OCoLC)fst01779508
650 7 $aCosts, Industrial.$2fast$0(OCoLC)fst00880748
650 7 $aLean manufacturing.$2fast$0(OCoLC)fst01746665
655 0 $aElectronic books.
655 4 $aElectronic books.
776 08 $iPrint version:$aLevinson, William A., 1957-$tLean management system LMS:2012.$dBoca Raton : CRC Press, 2012$z9781466505377$w(DLC) 2012017891$w(OCoLC)756596240
856 40 $uhttp://www.columbia.edu/cgi-bin/cul/resolve?clio14747925$zTaylor & Francis eBooks
852 8 $blweb$hEBOOKS