Mike Rother Mike is also a co-author of Learning to See: value-stream mapping to create value and eliminate muda, a Shingo Research prize winner. He also co-developed the Training to See kit that teaches facilitators how to run value-stream mapping workshops. His latest book is Toyota Kata (McGraw-Hill). Mike is an engineer, a researcher, teacher, consultant, and speaker on the subjects of management, leadership, improvement, adaptiveness, and change in human organizations. His affiliations have included the Industrial Technology Institute (Ann Arbor), the University of Michigan College of Engineering, the Fraunhofer Institute for Manufacturing Engineering and Automation (Stuttgart), and the Technical University Dortmund. Mike began his career in the manufacturing division of Thyssen AG in Germany. He lives in Ann Arbor, MI, and Cologne, Germany.
Rick Harris Rick is also the co-author of Making Materials Flow: a lean material-handling guide for operations, production-control, and engineering professionals, a Shingo Research prize winner in 2005. Rick learned the realities of manufacturing during 15 years at GM, beginning as an operator and working his way up to first line manager. He received his lean education at Toyota’s Georgetown, KY, plant, where he was a member of the startup team and an assembly manager. Rick continued his lean training at the Tsutsumi Assembly Plant in Toyota City, Japan. He pioneered the "reverse flow" process to achieve dramatic increases in operator efficiency. He also has extensive experience developing layouts that facilitate one-piece flow, operator flexibility, first-time-through quality, optimum uptime, and reduced capital investment.
Don't Be Fooled by Fake Flow Author Rick Harris, in the December 2001 IIE Solutions magazine, tells you how to spot fake flow and what to do about it.
Creating Continuous Flow Through instruction, class discussions, and hands-on exercises this workshop will take you through the implementation sequence and the use of formulas, forms, and concepts so you know “what to do Monday morning” when you return to work. You’ll use a realistic manufacturing factory example to:
Identify and time the actual work elements
Distribute the elements among the proper number of operators in relation to takt time
Encourage operator involvement in improving the cell
Balance operator work elements to expose waste
Arrange machines and workstations
React to changes in demand
Select the right level of automation
Sustain the gains through an overlapping timetable of audits for operators, team leaders, supervisors, and area managers
Creating Continuous Flow with another workbook and save
LEI Workbook set Buy all six of LEI's workbooks together and save 15%. Learn how to implement lean at the process, plant, and entire value-stream level with these Shingo Award winning books.
Learning to See & Creating Continuous Flow set Buy LEI's first two workbooks together and save 15%. Learning to See, a key initial step in a lean conversion, teaches you the value-stream perspective that is fundamental to lean and the effective use of lean tools. Creating Continuous Flow, the follow-up workbook, zooms in from the dock-to-dock value-stream perpective to the cell level to help you achieve true continuous flow at your critical pacemaker process.
Creating Continuous Flow & Making Materials Flow set Creating Continuous Flow focuses in on the cell level to help you achieve true continuous flow at your critical pacemaker process. Making Materials Flow explains how to implement a lean materials-handling system that supports continuous flow.