Kanban. Made Simple. Demystifying and Applying Toyota's. Legendary Manufacturing Process. John M. Gross. Kenneth R. McInnis. American Management. M Gross vk. Kanban Made Simple: Demystifying And Applying Toyota's Legendary Manufacturing. Process By John M Gross pdf. Kanban Made Simple: Demystifying And. Applying Toyota's Legendary Manufacturing Process By John M Gross pdf download.
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Kanban Made Simple: Demystifying and Applying Toyota's Legendary Manufacturing Process [John M. GROSS, Kenneth Kanban Made Simple and millions of other books are available for site Kindle. .. All the files are in PDF format. Get Instant Access to PDF File: #2b Kanban Made Simple: Demystifying And Applying Toyota's Legendary Manufacturing Process By John M. Kanban Made Simple: Demystifying and Applying Toyota's Legendary. Manufacturing Process by John M. Gross and Kenneth R. McInnis. ISBN:
WordPress Shortcode. Published in: Full Name Comment goes here. Are you sure you want to Yes No. Be the first to like this. No Downloads. Views Total views. Actions Shares. Embeds 0 No embeds. No notes for slide. Book details Author: John M. Gross Pages: Thomas Nelson Language: English ISBN Demystifying and Applying Toyota s Legendary Manufacturing Process For Free diet plans,Read weight loss programs,Read weight loss foods,Read quick weight loss,Read weight loss supplements,Download weight loss programs for women,Download best weight loss.
If you want to download this book, click link in the last page 5. Click This Link To Download: U Click this link: You just clipped your first slide! Clipping is a handy way to collect important slides you want to go back to later. Ask each team to bring forward their best pizza s.
Then ask the room to choose the most beautiful specimen. Second round with established Kanban system Now run a new one round with your newly established Kanban system. At the end of the round run a debrief and count the points.
Pizza Rucola contains only tomato sauce and seven pieces of rocket salad green Post-Its. Orders can contain several pizzas of two different kinds, and the team gets points only when the whole order is fulfilled and delivered. Establish a central place where teams can pick up new orders and deliver fulfilled orders. Teams can pull several orders at once, but not so many that it affects other teams. When you have presented the extensions to the game and answered any questions the teams may have, allow the teams five minutes to discuss and extend their system to account for Pizza Rucola and the orders.
Run the third round. Debrief, measure the points. Fourth and final round Allow the teams some minutes to discuss and improve their system. Tell them to play around with the workflow and try different WIP limits.
Run the fourth round. Ask the teams to look back on the game, draw the flow on a flipchart or whiteboard including WIP limits and make it look nice using paper materials and pizzas produced during the game. Visualize the workflow With the physical production of the Pizza the workflow is always present, and by drawing the workflow we create a model that we can use for reflecting on the current process.
Remember: all models are wrong, but some are useful. The workflow is a simplification and can never match reality perfectly, but it allows us to study and understand our work. Note that the workflow can be represented in multiple ways. The fact that some pizzas go into the oven with toppings and some without can be described using tags, swimlanes, non-linear workflows, directed networks, cadences alternating between hawaii and rucola in the oven or a number of other methods.
Over the course of the game, each team created a workflow that made sense in their own context of people, resources and bottlenecks. While it is likely that other teams could pick up a board and make it their own, it doesn't mean that any one of the boards is necessarily "more right" than the others. Limit WIP Throughout the game, the built-in bottlenecks caused queues to pile up. This is intentional.
During the game the teams introduced limits on the work in progress WiP to make sure that they produce the right things and to avoid losing points for unused materials.
The participants experienced that WiP limits are more than simple limitations: they drive and change the behavior of people. People tend to interact more on the overall production, communicate more and help each other when needed. Manage flow Kanban works best when work is flowing nicely through the system. Normally you would increase the flow by measuring and minimizing the lead time. Unfortunately this takes too much time away from the facilitator, and so in the Pizza Game we use a scoring system that is set up to penalize inventory and trigger similar flow-optimizing behavior.
In the first rounds of the game there is a tendency to prepare small stockpiles of materials in advance. In later rounds the team learns to keep inventory down and maintain flow by tightening the WIP limits.
Measuring the flow in the Pizza Game can be very instructive, but you will need a co-facilitator to do this. Make process policies explicit After the first round, each team documented their workflow by marking it on the table.
Any changes to the system were made immediately on the table. We also set a common quality standard by selecting a Reference Pizza. How did this help the work? How about roles? Did people have clear roles?
How did they appear? Who allocated the "resources" in this simulation?
Implement feedback loops What did we collect feedback on? Ask the teams to think for a moment about what kinds of feedback loops there were in the game, and write these on post-its.
You can either collect all post-its on a board, or ask people to give examples. During the debrief, ask them what would have happened without each specific type of feedback. Improve collaboratively and experimentally The game consisted of four rounds, with time for inspecting and adapting in between.
Who did the inspecting and adapting? What information was it based on? What did people in the tables talk about during pizza production? Other things worth considering: The physical environment: Did the original table arrangement affect the initial workflow?
The way the workflow evolved? Group dynamics: How did the different team members participate in design of the workflow? Questions, Answers, Tips and Tricks Can we take unused raw materials and use them in the next round?