Description : Value-stream maps are the blueprints for lean transformations and Learning to See is an easy-to-read, step-by-step instruction manual that teaches this valuable tool to anyone, regardless of his or her background.This groundbreaking workbook, which has introduced the value-stream mapping tool to thousands of people around the world, breaks down the important concepts of value-stream mapping into an easily grasped format. The workbook, a Shingo Research Prize recipient in 1999, is filled with actual maps, as well as engaging diagrams and illustrations.The value-stream map is a paper-and-pencil representation of every process in the material and information flow, along with key data. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow. Value-stream mapping is an overarching tool that gives managers and executives a picture of the entire production process, both value and non value-creating activities. Rather than taking a haphazard approach to lean implementation, value-stream mapping establishes a direction for the company.To encourage you to become actively involved in the learning process, Learning to See contains a case study based on a fictional company, Acme Stamping. You begin by mapping the current state of the value stream, looking for all the sources of waste. After identifying the waste, you draw a map of a leaner future state and a value-stream plan to guide implementation and review progress regularly.Written by two experts with practical experience, Mike Rother and John Shook, the workbook makes complicated concepts simple. It teaches you the reasons for introducing a mapping program and how it fits into a lean conversion.With this easy-to-use product, a company gets the tool it needs to understand and use value-stream mapping so it can eliminate waste in production processes. Start your lean transformation or accelerate your existing effort with value-stream mapping. [Source : 4e de couv.].
Description : The British Study Edition of the Urantia Papers is based on the standard SRT text, but uses the metric system and adds a critical apparatus of textual variants and study notes.
Description : Shingo Research and Professional Publication Award recipient This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream. A sight we frequently encounter when touring plants is the relocation of processing steps from departments (process villages) to product-family work cells, but too often these "cells" produce only intermittent and erratic flow. Output gyrates from hour to hour and small piles of inventory accumulate between each operation so that few of the benefits of cellularization are actually being realized; and, if the cell is located upstream from the pacemaker process, none of the benefits may ever reach the customer. This sequel to Learning to See (which focused on plant level operations) provides simple step-by-step instructions for eliminating waste and creating continuous flow at the process level. This isn't a workbook you will read once then relegate to the bookshelf. It's an action guide for managers, engineers, and production associates that you will use to improve flow each and every day. Creating Continuous Flow takes you to the next level in work cell design where you'll achieve even greater cost and lead time savings. You'll learn: * where to focus your continuous flow efforts * how to create much more efficient work cells and lines * how to operate a pacemaker process so that a lean value stream is possible * how to sustain the gains, and keep improving Creating Continuous Flow is the next logical step after Learning to See. The value-stream mapping process defined the pacemaker process and the overall flow of products and information in the plant. The next step is to shift your focus from the plant to the process level by zeroing in on the pacemaker process, which sets the production rhythm for the plant or value stream, and apply the principles of continuous flow. Every p
Description : Quickly learn the most useful features of Microsoft Office 2007 with our easy to read four-in-one guide. This fast-paced book gives you the basics of Word, Excel, PowerPoint and Access so you can start using the new versions of these major Office applications right away.Unlike every previous version, Office 2007 offers a completely redesigned user interface for each program. Microsoft has replaced the familiar menus with a new tabbed toolbar (or "ribbon"), and added other features such as "live preview" that lets you see exactly what each option will look like in the document before you choose it. This is good news for longtime users who never knew about some amazing Office features because they were hidden among cluttered and outdated menus.Adapting to the new format is going to be a shock -- especially if you're a longtime user. That's where Office 2007: The Missing Manual comes in. Rather than present a lot of arcane detail, this quick & friendly primer teaches you how to work with the most-used Office features, with four separate sections covering the four programs. The book offers a walkthrough of Microsoft's redesigned Office user interface before taking you through the basics of creating text documents, spreadsheets, presentations, and databases with: Clear explanations Step-by-step instructions Lots of illustrations Plenty of friendly advice It's a great way to master all 4 programs without having to stock up on a shelf-load of different books. This book has everything you need to get you up to speed fast. Office 2007: The Missing Manual is truly the book that should have been in the box.
Description : In his 2003 National Book Award–winning memoir Waiting for Snow in Havana, Carlos Eire narrated his coming of age in Cuba just before and during the Castro revolution. That book literally ends in midair as eleven-year-old Carlos and his older brother leave Havana on an airplane—along with thousands of other children—to begin their new life in Miami in 1962. It would be years before he would see his mother again. He would never again see his beloved father. Learning to Die in Miami opens as the plane lands and Carlos faces, with trepidation and excitement, his new life. He quickly realizes that in order for his new American self to emerge, his Cuban self must "die." And so, with great enterprise and purpose, he begins his journey. We follow Carlos as he adjusts to life in his new home. Faced with learning English, attending American schools, and an uncertain future, young Carlos confronts the age-old immigrant’s plight: being surrounded by American bounty, but not able to partake right away. The abundance America has to offer excites him and, regardless of how grim his living situation becomes, he eagerly forges ahead with his own personal assimilation program, shedding the vestiges of his old life almost immediately, even changing his name to Charles. Cuba becomes a remote and vague idea in the back of his mind, something he used to know well, but now it "had ceased to be part of the world." But as Carlos comes to grips with his strange surroundings, he must also struggle with everyday issues of growing up. His constant movement between foster homes and the eventual realization that his parents are far away in Cuba bring on an acute awareness that his life has irrevocably changed. Flashing back and forth between past and future, we watch as Carlos balances the divide between his past and present homes and finds his way in this strange new world, one that seems to hold the exhilarating promise of infinite possibilities and one that he will eventually claim as his own. An exorcism and an ode, Learning to Die in Miami is a celebration of renewal—of those times when we’re certain we have died and then are somehow, miraculously, reborn.
Description : The global sourcing of ingredients has created complex supply chains, significant management challenges, and additional regulatory compliance requirements. This places tremendous pressure on food manufacturers, many of whom lack the knowledge, concepts, techniques, and procedures to comply with these increased requirements. Providing a roadmap for leveraging existing investments in food safety regulatory compliance into superior inventory management, Food Safety Regulatory Compliance: Catalyst for a Lean and Sustainable Food Supply Chain explains how to implement Lean operating principles to determine what needs to be improved, in what sequence improvements must be addressed, how one improvement feeds another, and the prerequisites for each improvement. Based on the author’s experience working with hundreds of manufacturers, the book discusses cause-and-effect thinking, data accuracy, process simplification, process reliability, and workforce development. It includes how-to recommendations for implementing best practices to achieve these goals. These recommendations come together in the discussions on Batch-Process ERP (Enterprise Resource Planning) and also the Lean Management System and the useful techniques within it. The author also discusses the rapidly developing business requirement of sustainability, which is quickly moving from an optional, voluntary, and "nice to do" status to a "must do" status. The book can be read in whole or in part by everyone from the CEO to the factory floor supervisor; the language is nontechnical. But, to aid comprehension, each chapter concludes with an extensive quiz, and the appendix has definitions that will be new vocabulary for many. Normally large companies have the resources to fund the implementation of best practices, smaller companies less so. This book benefits both. In the case of the small- to medium-size manufacturer, it is a roadmap, and for the major corporation it is a tool to help assist their supplier community. It can help any organization achieve world-class excellence in operations and supply-chain management.
Description : #1 Wall Street Journal Bestseller Instant New York Times Bestseller A game-changing approach to marketing, sales, and advertising. Seth Godin has taught and inspired millions of entrepreneurs, marketers, leaders, and fans from all walks of life, via his blog, online courses, lectures, and bestselling books. He is the inventor of countless ideas that have made their way into mainstream business language, from Permission Marketing to Purple Cow to Tribes to The Dip. Now, for the first time, Godin offers the core of his marketing wisdom in one compact, accessible, timeless package. This is Marketing shows you how to do work you're proud of, whether you're a tech startup founder, a small business owner, or part of a large corporation. Great marketers don't use consumers to solve their company's problem; they use marketing to solve other people's problems. Their tactics rely on empathy, connection, and emotional labor instead of attention-stealing ads and spammy email funnels. No matter what your product or service, this book will help you reframe how it's presented to the world, in order to meaningfully connect with people who want it. Seth employs his signature blend of insight, observation, and memorable examples to teach you: * How to build trust and permission with your target market. * The art of positioning--deciding not only who it's for, but who it's not for. * Why the best way to achieve your goals is to help others become who they want to be. * Why the old approaches to advertising and branding no longer work. * The surprising role of tension in any decision to buy (or not). * How marketing is at its core about the stories we tell ourselves about our social status. You can do work that matters for people who care. This book shows you the way.
Description : "Command and Control is failing us. There is a better way to design and manage work - a better way to make work work - but it remains unknown to the vast majority of managers." An adherent of the Toyota Production System, John Seddon explains how traditional top-down decision making within service organizations leads to managers who are detached from employees and remote from operations. He demonstrates that decision-making based on purpose-related measures (such as putting customers first and improving services) can help managers reconnect with operations, see waste, and exploit opportunities for improvement. Through extensive case material, he differentiates between command and control and systems thinking and illustrates how the latter leads to improved service, revenues, and staff morale. He also posits that the service industry is fundamentally different from manufacturing, and shows how Toyota production principles must be transformed for application in service organizations.