By Marek Szwejczewski, Malcolm Jones (auth.)
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Chapter 9 discusses innovation in an area that is becoming important for helping a company compete. The chapter examines the elements that make up innovation and focuses on the importance of process innovation. Chapter 10 introduces the idea that companies can compete by adding value, for example by taking over some of the customer’s activities or by adding a service element to the final product offering. Chapter 11 is the final chapter and it offers advice and guidance on how to get the process of improvement started.
4 million and over £500k paid in rewards. 5 million investment payback which was achieved in 18 months. 8D Another common version of the process is known as 8D (technically 8 steps, but the final one is ‘celebrate’, not really a step in the problem-solving process). 8D is distinguished by the introduction of a containment action at step 3: how do we stop the problem from hurting the customer while we go on to solve it? The process starts with identifying a problem and forming a team: 1. Form a Team 2.
The chapter covers some of its key components namely, OEE measurement and loss analysis, autonomous maintenance and one point lessons. Chapter 5 looks at the role of people within Lean manufacturing. The chapter covers team working and the involvement of employees in continuous improvement (kaizen). Chapter 6 extends the exploration of Lean and considers the importance of the supply chain to its operation. Chapter 7 covers another of the ways that a company can compete and that is through focus on delivery performance.
Learning From World-Class Manufacturers by Marek Szwejczewski, Malcolm Jones (auth.)