Prologue: The Purchase Chapter 1 The Beginning: Observation and Documentation 1.1 Introduction 1.2 Observing 1.3 Getting a Detailed Understanding of the Processes I Would Be Responsible For 1.4 A Lack of Training Can Be Costly 1.5 Training as a Machine Operator 1.6 Discovering a Lack of Documentation 1.7 Identifying Skill Sets That Needed to Be Replaced 1.

8 Workplace Organization (5S) Opportunities 1.9 Discovering Different Methods Being Utilized for the Same Task (No Standardization) 1.10 Discovering Difficult Processes to Standardize 1.11 This Much Observation Required Me to "Divide and Conquer" 1.12 Summary Chapter 2 Standardizing the Estimating Process 2.1 Hiring a New Programmer/Estimator 2.2 Writing the First Draft of Standardized Steps for Programming and Estimating 2.3 Considering the Complications with Quoting 2.

4 Minimize Training and Start-Up Time by Utilizing Similar Equipment 2.5 Continuing to Determine Where Skill Sets Would Be Lost 2.6 Meeting the Customers 2.7 Starting Some Measurements 2.8 Visualizing the Measurement 2.9 Plan, Do, Check, Act (PDCA) 2.10 Summary Chapter 3 Learning the Office Processes 3.1 Introduction 3.

2 Inputting Orders 3.3 Problems Working without a PDCA Cycle in the Estimating Process 3.4 Re-pricing Discussions Are Easier if Based on Accurate Data 3.5 Learning to Purchase 3.6 Scheduling the Shop Based on Tribal Knowledge 3.7 Job-Shop Planning 3.8 Simplified Short-Term Planning 3.9 A More Comprehensive Work Order Package 3.

10 Poor Work Order Packages Can Increase SetupTime 3.11 Closing the Books 3.12 Collecting the Money 3.13 Summary Chapter 4 The First Days Alone 4.1 Introduction 4.2 My First Pricing Decision Alone 4.3 Creating Extra Capacity with 5S 4.4 Establishing Normal versus Abnormal 4.

5 Problem Solving versus Firefighting 4.6 Identifying the Need for Shop-Floor Visuals 4.7 Converting Small Productivity Improvements into Profit 4.8 Challenging the Reported Profit Margins 4.9 Summary Chapter 5 Creating and Selling Capacity 5.1 Only Thinking in Terms of Full Absorption Costing 5.2 Overtime as a Positive 5.3 Setup-Time Reductions 5.

4 Continuously Measuring Setup Times 5.5 Creating a Team Leader 5.6 Increased Productivity through Visual Management 5.7 PDCA of the Estimating Process 5.8 Becoming the Estimator 5.9 Summary Chapter 6 Getting Everyone Motivated for Improving the Machine''s Output 6.1 Introduction 6.2 Managing Each Job Visually 6.

3 The Desire for Independence from Day-to-Day Operations 6.4 Preparing for Further Setup Reductions 6.5 Continuing the Kaizen of Equipment by Improving the Adjustment Phase of Changeovers 6.6 Running a Machine while Confirming the Quality of the First Piece 6.7 Difficulties in Creating a Profit-Sharing Plan 6.8 Staying Hands-On since "the Devil Is in the Details" 6.9 Cost Justifying a Team Leader 6.10 Closing the Books Becomes Anticlimactical 6.

11 Summary Chapter 7 Seeing the Administrative Processes from a New Angle 7.1 Introduction 7.2 Visualization Confronts Obtaining Information Either from Computers or in Meetings 7.3 Not Allowing Excuses for a Late Start 7.4 Small Businesses Look at the Recruiting Process Differently 7.5 Focusing to Improve the Office Processes 7.6 Purchasing Is a Critical Administrative Function to Look toward Improving 7.7 Unsuccessful at Significantly Reducing the Time Necessary for Quotations 7.

8 5S for Shared Computer Drives and Files 7.9 Outside Quality Accreditation 7.10 Summary Chapter 8 Moving the Business 8.1 Industrywide Downturn 8.2 Background for Moving the Business at This Point in Time 8.3 Creating a New Layout from a Blank Canvas 8.4 A Nondisruptive Move 8.5 Simulating the New Layout 8.

6 Introducing Procedural Changes during the Move 8.7 Using a Major Event to Introduce Change in the Office 8.8 Summary Chapter 9 Accurate Pricing through Better Cost Allocations 9.1 Introduction 9.2 Determining More Accurate Allocations during Tough Times 9.3 Using My "Modified Activity-Based Costing" 9.4 Starting Simplified Activity-Based Costing in the Shop Using a Matrix 9.5 How to Relate the Matrix to Cost 9.

6 A Simple Activity-Based Costing Matrix for the Office 9.7 Relating the Matrices to Hourly Costs 9.8 How Others Often Allocate Costs 9.9 Keeping the Team Leader Focused during the Slow Times 9.10 Increasing Process Capabilities to Reduce Outsourcing 9.11 Standardizing the Business Processes Allows Time for Pursuing Other Opportunities 9.12 Summary Chapter 10 Up-Front Delays 10.1 The Measurements Confirm Success 10.

2 Continuously Developing Protocols Allows More Autonomy from Day-to-Day Operations 10.3 Planning Only Based on Available Materials Is Costly 10.4 Capacity Planning Based on Lead Times 10.5 Identifying Areas Where We Were Only Being Reactive 10.6 Available Time Utilized to Document Processes 10.7 Lead Time Reduced through "Strategic" Inventory 10.8 Prioritizing Problems during Busy Periods 10.9 The Lack of Hands-On Experience Is Very Costly 10.

10 My Personal Experience of Generating Costly Designs 10.11 Summary Chapter 11 Making Money during the Good Times 11.1 Introduction 11.2 Improving Processes during Slow Periods Pays Off 11.3 Problem-Solving Skills Developed during the Slow Periods Begin to Pay Off 11.4 The Leader Keeps in Practice 11.5 Diversification Would Have Been Helpful 11.6 The Need for a Second Shift 11.

7 The Entrepreneurial Spirit Pays Further Dividends during the Busy Times 11.8 Structured Problem Solving Minimizes Opinions 11.9 Problem Solving Requires Looking into the Process Details Using a Structure 11.10 Equality in Enforcing Your Own Policies Is Critical 11.11 Summary Chapter 12 Expanding into New Products 12.1 Introduction 12.2 The Logic behind Expanding into Sheet Metal Fabrications 12.3 Previous Expansion Considerations Resulted in Little Impact to the Current Layout 12.

4 Filling the First Order 12.5 Investing Step by Step 12.6 OSKKK Takes to Life within Our New Processes 12.7 Once Again, a PDCA Cycle in the Quoting Process Proves Critical 12.8 Again, Engineers'' Lack of Hands-on Experience Is Costly 12.9 Summary Chapter 13 Business for Sale 13.1 Introduction 13.2 Determining the Process Steps for Selling a Business 13.

3 Determining an Asking Price 13.4 A Marketing Package 13.5 Advertising 13.6 The First Nibbles 13.7 Considerations of Owner Financing 13.8 Lowering the Price 13.9 Three Serious Buyers 13.10 Evaluating Offers 13.

11 Offer Accepted 13.12 Drawing to an End 13.13 Summary Chapter 14 Reflections 14.1 Introduction 14.2 Lessons Learned 14.3 Using the Correct Measurements Is Critical to Achieving Results 14.4 Cross-Training Is a Critical Part of Success in High-Variation Companies 14.5 Team Leaders Increase Profit through Higher OEE 14.

6 Managing Parts Differently 14.7 Activity-Based Costing Proves Helpful in Securing More Orders 14.8 A Process to Examine Your Business Appendix A OSKKK Methodology Appendix B Documentation Techniques Appendix C My First Attempt at Standardizing the Quoting Process Appendix D Example of the First Day-by-Hour Board for the Bottleneck Machine Appendix E Real-time Pareto Chart Appendix F Overall Equipment Effectiveness (OEE) for Bottlenecks Appendix G Typical Team Leader Responsibilities Appendix H Cross-training or Skills Matrix Appendix I New Layout with Some CNCs Set Up as an "L" Cell Appendix J Initial ABC Costing Matrix for Shop and Office Appendix K Initial Equipment and Area Layout for Expansion into Sheet Metal Appendix L Sequence Utilized for Learning the Business and for Implementing Lean Appendix M Different Applications of Value Stream Mapping and Process Mapping Index About the Author.