By Richard J. Schonberger
Best Practices in Lean Six Sigma procedure Improvement unearths the right way to refocus lean/six sigma methods on what writer Richard Schonberger—world-renowned procedure development pioneer—calls "the Golden Goals": greater caliber, swifter reaction, better flexibility, and better price. This guide exhibits you ways it may be performed, applying luck tales of over a hundred businesses together with Apple, Illinois device Works, Dell, Inc., and Wal-Mart, all of that have confirmed themselves because the new, worldwide "Kings of Lean," surpassing even Toyota in long term development.
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P. 61. 12. Richard J. Schonberger, ‘‘Japanese Production Management: An Evolution—with Mixed Successes,’’ Journal of Operations Management, 25, no. 2 (March 2007), pp. 403–419. 13. Finally, late in the decade, Japanese companies reacted. In 1999, Sony announced that it would slash 17,000 jobs; Mitsubishi Electric would trim 10 percent of its 146,000 global employees; Nissan would close three assembly plants and two engine facilities, and reduce employment by 21,000. ’’ D. Ostram, ‘‘Corporate Japan’s Restructuring Efforts: A Progress Report,’’ Japan Economic Institute Report, 20 (May 19, 2000).
52 billion in 2001—and so on for another such cycle to the present. But here is a bit of speculation on the decade starting with 1991. Lam could have gained nearly all of its leanness in that period simply by better designs of its etching and cleaning equipment: standardized parts, modular components, and the other aspects of design for manufacturing and assembly. If design for manufacture and assembly (DFMA) were at work at Lam, it should show up quickly as improved turnover of work-in-process inventories.
It stands tall among companies in a nation that has been especially weak for some 15 years on the leanness scale. All the information about NEC, however, is secondary, from annual reports. Inability to visit NEC facilities and to conduct interviews with NEC people (our attempts to do so were not successful) clouds the picture somewhat. That limitation carries over to the four companies labeled equivocal, discussed next. EQUIVOCAL Owing to difficulties in obtaining information, the ‘‘lean’’ stories of Eastman Kodak, Gerber Scientific, Lam Research, and Sony are incomplete or ambiguous.
Best Practices in Lean Six Sigma Process Improvement by Richard J. Schonberger