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Table of Contents
Cover
Endorsement Page
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of Figures
Foreword
Preface
Acknowledgements
Introduction
Reading Tips
Part One In the Land of Engineering
Chapter 1 Why This Journey?
Going for Competitiveness
Increase Your Turnover
Improve Your Profitability
And Do It Sustainably
Going for Innovation
Innovation Beyond Creativity
Aim for a Flow of Innovations Rather Than a 'Perfect' Product
Chapter 2 The Journey to Lean
A Journey for Several People
What's the Vision?
Who Are Your Allies?
How to Talk About It?
How to Budget?
How Much Time Is Needed to Get Started?
Return on Investment
How to Get Help?
Your Tour Guide: The sensei
Local Support: The Lean Coach
Change Your Way of Thinking
Don't Be Afraid to Drop Your Old Systems
Doubt as the Key to Progress
Chapter 3 Before Travelling
Clarification of Key Concepts
Engineering and Production: Distinct but Interconnected
Value and Waste
Some Definitions
Value in Engineering
The Customer as a Co-creator of Value
Lean in Engineering: A Matter of Trade-Offs
Vocabulary: Some Essential Words
A Word about Words: Learning and Keeping the Original Terminology
Challenge
Customer
Flow
Genba
Jidoka
Just-in-Time
Jidoka, Just-in-Time, Two Sides of the Same Coin
Kaizen
Lean
Levelling
Muda, mura, muri
Obeya
PDCA: Plan Do Check Act
Problem
Respect
SBCE (Set-Based Concurrent Engineering)
Slow Build
Standard
Product Takt
Teamwork
Teardown
The Toyota Way
Trade-Off
Visuals
Local Customs and Culture
Is Lean a Philosophy?
Is Lean Scientific?
Is Lean a One-Size-Fits-All Model?
Is Lean Asking Questions or Giving Answers?
Is Lean a Toolbox?
Is Lean a Directive or Participatory Model?
Is Lean a Visual Management?
Debunking the Myths
Myth: Lean Is All Just Common Sense
Myth: Lean Is First and Foremost Made for the Japanese
Myth: Lean Is Just about Cost-Cutting
Myth: Lean Is for Factories
Myth: Lean Is Another Form of Taylorism
Myth: Lean Prevents Innovation
Myth: Lean Engineering Means Obeya Everywhere
Myth: Lean Is Basically Value Stream Mapping (VSM)
Myth: Lean Is a Management System
Myth: Lean, Just Apply It and Everything Will Be Fine
Chapter 4 Practical Tips for the Journey Ahead
The Lean Journey Has No End
When and with Whom to Go?
Model Cases
Managers
Collaborators
Partners: Staff Representatives
Useful and Credible Sources
Websites
Books
Chapter 5 A Bit of History
Lean Engineering Roots
Lean: From Just-in-Case to Just-in-Time
Engineering: Engines and Genius
Sakichi and Kiichiro Toyoda: The Continuous Innovation
The Wright Brothers: Learning Then Designing
The Legacy of the Wright Brothers
Endorsement Page
Half Title
Title Page
Copyright Page
Dedication
Table of Contents
List of Figures
Foreword
Preface
Acknowledgements
Introduction
Reading Tips
Part One In the Land of Engineering
Chapter 1 Why This Journey?
Going for Competitiveness
Increase Your Turnover
Improve Your Profitability
And Do It Sustainably
Going for Innovation
Innovation Beyond Creativity
Aim for a Flow of Innovations Rather Than a 'Perfect' Product
Chapter 2 The Journey to Lean
A Journey for Several People
What's the Vision?
Who Are Your Allies?
How to Talk About It?
How to Budget?
How Much Time Is Needed to Get Started?
Return on Investment
How to Get Help?
Your Tour Guide: The sensei
Local Support: The Lean Coach
Change Your Way of Thinking
Don't Be Afraid to Drop Your Old Systems
Doubt as the Key to Progress
Chapter 3 Before Travelling
Clarification of Key Concepts
Engineering and Production: Distinct but Interconnected
Value and Waste
Some Definitions
Value in Engineering
The Customer as a Co-creator of Value
Lean in Engineering: A Matter of Trade-Offs
Vocabulary: Some Essential Words
A Word about Words: Learning and Keeping the Original Terminology
Challenge
Customer
Flow
Genba
Jidoka
Just-in-Time
Jidoka, Just-in-Time, Two Sides of the Same Coin
Kaizen
Lean
Levelling
Muda, mura, muri
Obeya
PDCA: Plan Do Check Act
Problem
Respect
SBCE (Set-Based Concurrent Engineering)
Slow Build
Standard
Product Takt
Teamwork
Teardown
The Toyota Way
Trade-Off
Visuals
Local Customs and Culture
Is Lean a Philosophy?
Is Lean Scientific?
Is Lean a One-Size-Fits-All Model?
Is Lean Asking Questions or Giving Answers?
Is Lean a Toolbox?
Is Lean a Directive or Participatory Model?
Is Lean a Visual Management?
Debunking the Myths
Myth: Lean Is All Just Common Sense
Myth: Lean Is First and Foremost Made for the Japanese
Myth: Lean Is Just about Cost-Cutting
Myth: Lean Is for Factories
Myth: Lean Is Another Form of Taylorism
Myth: Lean Prevents Innovation
Myth: Lean Engineering Means Obeya Everywhere
Myth: Lean Is Basically Value Stream Mapping (VSM)
Myth: Lean Is a Management System
Myth: Lean, Just Apply It and Everything Will Be Fine
Chapter 4 Practical Tips for the Journey Ahead
The Lean Journey Has No End
When and with Whom to Go?
Model Cases
Managers
Collaborators
Partners: Staff Representatives
Useful and Credible Sources
Websites
Books
Chapter 5 A Bit of History
Lean Engineering Roots
Lean: From Just-in-Case to Just-in-Time
Engineering: Engines and Genius
Sakichi and Kiichiro Toyoda: The Continuous Innovation
The Wright Brothers: Learning Then Designing
The Legacy of the Wright Brothers