• Lean Enterprise Products
• What is a lean enterprise?
• What is friction (muda, waste)?
• Who invented lean manufacturing?
• Lean bumper stickers, coffee mugs, and more

• Single-minute exchange of die (SMED)
• Kanban Production Control and some history
• The Theory of Constraints (TOC) and Synchronous Flow Manufacturing.
• 5S-CANDO and its American origins
• Motion Efficiency
• Poka-Yoke or error-proofing. Self-check systems and snap gages.
• Excerpts from Henry Ford's My Life and Work: Labor relations and lean manufacturing (SMED) (includes an animation) (1922)!
• The Bill of Products: An analytical tool for forcing material and energy wastes to become visible
• Work Flow Analysis (supports Value Sream Analysis)
  

• Available on CD-ROM or direct download. Designed as one-day workshop presentations.
  
• LICENSING: You may use one copy (electronic or overhead transparency; you can have one of each as long as both are not in use simultaneously) to give presentations for in-house training or for a fee. You may also make unlimited hard copies of the PowerPoint notes pages (which contain additional information and references to go with the presentation) for distribution to your audiences as handouts.
  
• No changes may be made in the slides that come with the presentation. You may insert your own slides into the presentation (e.g. to use examples from your own factory, a highly-recommended practice) as long as you identify them as your own work and not that of Levinson Productivity Systems.
• When ordering, please indicate if you need an older version of PowerPoint, and also if the item is to be shipped to a Pennsylvania address. (Pennsylvania addresses receive a 5.66% discount on the base price so, with addition of sales tax, the final price is the same. We must collect and pay this tax on shipments to PA addresses.)
  

• Presentation for Boeing lean manufacturing conference (April 8-9) and APICS meeting (May 2003). It shows the American origins of the lean enterprise, including contributions by Benjamin Franklin, Frank Gilbreth, Frederick Winslow Taylor, and Henry Ford. Includes three animations that should work if the presentation is given from a laptop PC, and backup slides for presentation from overhead transparencies.
• Permission is given to download and use Lean Enterprise: Made in the USA, provided that no changes are made in it and that it is not shown for a fee (other than a usual dinner meeting fee for, as an example, a monthly ASQ, APICS, or SME meeting). You may make and distribute unlimited copies of the notes pages as long as no changes are made.
• Animation examples

1. Why Lean Enterprise
2. Lean Fundamentals
3. Lean Techniques
4. Lean Production Control
5. Supply Chain Management
6. Lean and ISO 14000
7. Change Management

1. Introduction: what is Design of Experiments?
2. Planning the experiement: randomization, blocking, and replication
3. Interpreting test statistics (including hypothesis testing)
4. Types of experiments. One-way Analysis of Variance
5. Two-factor experiments and interactions
6. Multi-factor experiements. Factorial designs.
7. Linear regression
8. Nonparametric methods
   

1. The Theory of Constraints
2. Performance Measurements (throughput, inventory, and operating costs). Deficiencies of traditional cost models. Concept of marginal costs, revenues, and profits
3. Production Control: synchronous flow manufacturing (SFM). SFM supports lean manufacturing by reducing cycle times and keeping inventory levels low.
4. Elevating the Constraint: lean manufacturing techniques for constraint elevation. Introduction to the use of linear programming (simplex method) to identify constraints and slack capacity, and to optimize product mixtures for maximum profit.
5. Variation Reduction (a unique element of this course).  Henry Ford succeeded in running a balanced factory at close to 100 percent.
   
6. Conclusion: TOC and Your Factory

Norman Bodek, introduction to the Productivity Press reprint of Henry Ford's Today and Tomorrow (1926).

Dr. Shigeo Shingo, 1987. The Sayings of Shigeo Shingo (xv-xvi)

To standardize a method is to choose out of many methods the best one, and use it. Standardization means nothing unless it means standardizing upward.
What is the best way to do a thing? It is the sum of all the good ways we have discovered up to the present. …Today's best, which superseded yesterday's, will be superseded by tomorrow's best.
…If you think of "standardization" as the best that you know today, but which is to be improved tomorrow, you get somewhere. But if you think of standards as confining, then progress stops.

Henry Ford, Today and Tomorrow (1926)

We have found in buying materials that it is not worth while to buy for other than immediate needs. We buy only enough to fit into the plan of production, taking into consideration the state of transportation at the time. If transportation were perfect and an even flow of materials could be assured, it would not be necessary to carry any stock whatsoever. The carloads of raw materials would arrive on schedule and in the planned order and amounts, and go from the railway cars into production. That would save a great deal of money, for it would give a very rapid turnover and thus decrease the amount of money tied up in materials. With bad transportation one has to carry larger stocks.

Henry Ford, My Life and Work (1922)

Start with an article that suits and then study to find some way of eliminating the entirely useless parts. This applies to everything— a shoe, a dress, a house, a piece of machinery, a railroad, a steamship, an airplane. As we cut out useless parts and simplify necessary ones, we also cut down the cost of making.
...But also it is to be remembered that all the parts are designed so that they can be most easily made.

Henry Ford, My Life and Work (1922)

In a certain shop with which we are familiar a piece had to have several holes of different sizes drilled in it, a jig being provided to locate the holes. The drills and the sockets for them were given to the workman in a tote box. The time study of this job revealed several interesting facts. First, after the piece was drilled the machine was stopped, and time was lost while the workman removed the piece from the jig and substituted a new one. This was remedied by providing a second jig in which the piece was placed while another piece was being drilled in the first jig, the finished one being removed after the second jig had been placed in the machine and drilling started.

—Robert Thurston Kent, introduction to Frank Gilbreth's Motion Study (1911)

We started assembling a motor car in a single factory. Then as we began to make parts, we began to departmentalize so that each department would do only one thing. As the factory is now organized each department makes only a single part or assembles a part. A department is a little factory in itself. The part comes into it as raw material or as a casting, goes through the sequence of machines and heat treatments, or whatever may be required, and leaves that department finished.

Henry Ford, My Life and Work (1922)

While the welding operation is in progress, fan-shaped plates, operated by cams, cover in turn all operating buttons except the one needed for the next move. It is impossible for the operator to go wrong.

Henry Ford, Moving Forward (1930)

For the rods the gauge would consist of four pieces of steel, set in a horseshoe-shaped holder, two far enough apart to allow the rods to pass between them if their diameters were not greater than the maximum tolerance specified, and the other two close enough together to keep the rods from passing between them unless the diameters of the rods were below the low limit prescribed (Ford, Moving Forward. He provides other examples as well, e.g. a bushing sorter).