Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA
Language: English
Published by Lean Enterprise Institute, 1999
- Softcover
- Used
Condition: Used - Very good
£ 30.68
Quantity: 1 available
Add to basketSeller Inventory # VB1460318851
- Title
- Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA
- Author
- Mike Rother; John Shook
- Publisher
- Lean Enterprise Institute
- Publication year
- 1999
- Condition
- Very Good
- Binding
- spiral_bound
- Language
- English
- ISBN 10
- 0966784308
- ISBN 13
- 9780966784305
- Item weight
- 21 ounces
- Dimensions
- 9x0x10
Much more important, these simple maps - often drawn on scrap paper - showed where steps could be eliminated, flows smoothed, and pull systems introduced in order to create a truly lean value stream for each product family.
In 1998 John teamed with Mike Rother of the University of Michigan to write down Toyota's mapping methodology for the first time in Learning to See. This simple tool makes it possible for you to see through the clutter of a complex plant. You'll soon be able to identify all of the processing steps along the path from raw materials to finished goods for each product and all of the information flows going back from the customer through the plant and upstream to suppliers. With this knowledge in hand it is much easier to envision a "future state" for each product family in which wasteful actions are eliminated and production can be pulled smoothly ahead by the customer.
In plain language and with detailed drawings, this workbook explains everything you will need to know to create accurate current-state and future- state maps for each of your product families and then to turn the current state into the future state rapidly and sustainably.
In Learning to See you will find:
- A foreword by Jim Womack and Dan Jones explaining the need for this tool.
- An introduction by Mike Rother and John Shook describing how they discovered the mapping tool in their study of Toyota.
- Guidance on identifying your product families.
- A detailed explanation of how to draw a current-state map.
- A practice case permitting you to draw a current-state map on your own, with feedback from Mike and John in the appendix on how you did.
- A detailed explanation of how to draw a future-state map.
- A second practice case permitting you to draw a future-state map, with "the answer" provided in the appendix.
- Guidance on how to designate a manager for each value stream.
- Advice on breaking implementation into easy steps.
- An explanation of how to use the yearly value stream plan to guide each product family through successive future states.
More than 50,000 copies of Learning to See have been sold in the past two years. Readers from across the world report that value stream mapping has been an invaluable tool to start their lean transformation and to make the best use of kaizen events.
"Synopsis" may belong to another edition of this title.
From the Back Cover
The journey towards lean can be difficult and filled with obstacles. Where does someone begin? What are the non-value-adding processes that can be eliminated? These are difficult questions to answer if you don’t have the proper tools.
Value stream mapping is an excellent place to start the lean journey and understand the sources of waste in a company’s operation. It’s an overarching product that gives managers and executives a picture of the entire production process, both value and non-value adding activities. Rather than taking a haphazard approach to lean implementation, value stream mapping establishes a direction for the company.
Beginning with a forward by James Womack and Dan Jones, Learning to See breaks down the important concepts of value stream mapping into an easy to understand format. The manual, a Shingo Prize Winner, is filled with actual value stream maps, as well as engaging diagrams and illustrations.
To encourage readers to become actively involved in the learning process, Learning to See contains a case study based on a fictional company - Acme Stamping. The reader begins by mapping the current state of the value stream and looks for all sources of waste in the value stream. After the waste identified, a map is developed with the projected future value stream.
Throughout the manual, Learning to See teaches readers the key concepts of value stream mapping. Written by two experts in the lean field, Mike Rother and John Shook, the workbook makes complicated concepts simple. It teaches reasons for introducing a mapping program and how it fits into a lean conversion.
With this easy to follow and engaging product, a company gets the tools it needs to understand a value stream mapping program, so it can eliminate waste in the production process. Start the lean journey and reduce waste that is costing your company money with value stream mapping.
"About the title" may belong to another edition of this title.
Shipping rates within U.S.A.
| Item | 5 to 14 business days | 3 to 6 business days |
|---|---|---|
| First item | £ 7.27 | £ 14.18 |
Payment methods
Store description
Gently used and like new books and DVD media items small business operating since 2010. We care deeply about our customers and will do our best to give you the best quality and service. Thank you for choosing 4everBAM.
Specialty
novels, allowed text books, dvdSeller's business information
4everBAM
CO, U.S.A.
Right of withdrawal
If you are a consumer you can withdraw from the contract in accordance with the following. Consumer means any natural person who is acting for purposes which are outside his trade, business, craft or profession.
Information regarding the right of withdrawal
Statutory right to withdraw
You have the right to withdraw from this contract within 14 days without giving any reason.
The withdrawal period will expire after 14 days from the day on which you acquire, or a third party other than the carrier and indicated by you acquires, physical possession of the last good or the last lot or piece.
To exercise the right of withdrawal, electronically fill in and submit a clear statement on our website, under "My Purchases" in "My Account". We will communicate to you an acknowledgement of receipt of such a withdrawal on a durable medium (e.g. by e-mail) without delay.
To meet the withdrawal deadline, it is sufficient for you to send your communication concerning your exercise of the right of withdrawal before the withdrawal period has expired.
Effects of withdrawal
If you withdraw from this contract, we will reimburse to you all payments received from you, including the costs of delivery (except for the supplementary costs arising if you chose a type of delivery other than the least expensive type of standard delivery offered by us).
We may make a deduction from the reimbursement for loss in value of any goods supplied, if the loss is the result of unnecessary handling by you.
We will make the reimbursement without undue delay, and not later than 14 days after the day on which we are informed about your decision to withdraw from this contract.
We will make the reimbursement using the same means of payment as you used for the initial transaction, unless you have expressly agreed otherwise; in any event, you will not incur any fees as a result of such reimbursement.
We may withhold reimbursement until we have received the goods back, or you have supplied evidence of having sent back the goods, whichever is the earliest.
You shall send back the goods or hand them over to 4everBAM, parker, Colorado, U.S.A., without undue delay and in any event not later than 14 days from the day on which you communicate your withdrawal from this contract to us. The deadline is met if you send back the goods before the period of 14 days has expired. You will have to bear the direct cost of returning the goods. You are only liable for any diminished value of the goods resulting from the handling other than what is necessary to establish the nature, characteristics and functioning of the goods.
Exceptions to the right of withdrawal
The right of withdrawal does not apply to:
- The delivery of newspapers, journals or magazines with the exception of subscription contracts; and
- The supply of digital content which is not supplied on a tangible medium (e.g. on a CD or DVD) if you accepted when you placed your order that we could start to deliver it, and that you could not withdraw once delivery had started.