The Need for a Lean Management Standard The Serpent in the Industrial Garden of Eden Lean, Six Sigma, or Both? Critical to Quality versus Critical to Lean LMS:2012 Development Considerations Organization and Implementation of LMS:2012 LMS:2012 Section I: Foundation of a Comprehensive Lean Management System LMS:2012 Section II: Voluntary and Customizable Lean Management System Standard LMS:2012 Section III: Supplementary Detail Lean Key Performance Indicators Waste of the Time of Things Waste of the Time of Things: Cycle Time Accounting Division of Labor and Variation Reduction Waste of the Time of People Waste of the Time of People in Service Activities Waste of Materials Waste of Energy Energy Efficiency Gap Analysis: Thought Process The Material and Energy Balance Steady State Assumption and Control Surface Application to Painting and Coating Operations Application to Steel and Aluminum Manufacture Application to Machining Operations Application to Power Generation Material and Energy Balance, Summary Do Not Use Carbon Emission Metrics Is Climate Change a Problem? Special Interests and the Climate Agenda The Cap-and-Trade Community Doesn''t Walk its Talk The Recommended KPIs Identify All Operating Wastes Lean KPIs and Goldratt''s Theory of Constraints Lean KPIs and the Toyota Production System Lean KPIs and Lean Manufacturing Techniques Waste of Capital Investment Non-Operating Processes and White Elephants Waste of Capital Assets in Operating Processes Summary: Lean Key Performance Indicators Integrated Lean Assessment Why IMAIS? Isolate Isolate versus Supply Chain Perspective Measure Assess Time of People versus Time of Things Energy versus Time of People and Time of Things Materials versus Time of People Improve Standardize Summary: IMAIS LMS:2012 Lean Management System Requirements Provision 4.1: General Requirements Provision 4.2: Lean System Documentation Provision 4.2.1: General Documentation Requirements Provision 4.2.2: Lean Manual Provision 4.2.
3: Control and Retention of Documents and Records Organizational Responsibility Provision 5.1: Organizational Commitment Provision 5.2: Customer Focus Provision 5.3: Lean Management Policy Provision 5.4: Planning for Lean Operation Provision 5.4.1: Lean Objectives Provision 5.4.
2: Lean System Planning Provision 5.5: Supply Chain Responsibility Provision 5.5.1: Responsibility Provision 5.5.2: Management Representative Provision 5.5.3: Supply Chain Communication Provision 5.
6: Lean System Review Provision 5.6.1: General Requirements Provision 5.6.2: Review Input Provision 5.6.3: Review Output Lean System Infrastructure and Resources Provision 6.1: Resource Availability Provision 6.
2: Workforce Training and Empowerment Provision 6.3: Facilities, Layout, and Supporting Services Provision 6.4: Work Environment, Ergonomics, and Motion Product or Service Realization Provision 7.1: Planning Provision 7.2: Customer Lean Operation Requirements Provision 7.3: Product, Process, and Service Design for Lean Provision 7.4: Purchasing: Lean Supply Chain Practices Provision 7.4.
1: Deployment of Lean Requirements to Suppliers Provision 7.5: Lean Production and Service Provision 7.5.1: Lean Process Control Provision 7.6: Control of Gages and Instruments Provision 7.7: Supply Chain Management Provision 7.7.1: Customer-Supplier Relations Provision 7.
7.2: Transportation Measurement and Continuous Improvement Provision 8.1: Measurement and Analysis for Continuous Improvement Provision 8.2: Monitoring and Audit Provision 8.2.1: Satisfaction of Customer Lean Requirements Provision 8.2.2: Internal Audit Provision 8.
2.3: Measurement and Monitoring of Process or Service Provision 8.3: Containment of Nonconforming Product or Service Provision 8.4: Data Analysis Provision 8.5: System, Process, and Service Improvement Provision 8.5.1: Continuous Improvement Provision 8.5.
2: Proactive Action Provision 8.5.3: Preventive Action D ET A I LS A N D E XPA N D E D E XPLA N A TION Lean Management System: Details Process Perspective The Need for Documentation Lean Manual Control and Retention of Documents and Records Organizational Responsibility: Details The Need for Organizational Commitment Management Commitment Loses the Luddites Management and Workforce Commitment: Workforce Flexibility Management Commitment and Training Lean Management Policy Supply Chain Responsibility State of Self-Control Supply Chain Communications The Need for Internal and External Porosity Lean System Review Infrastructure and Resources: Details Workforce Training and Empowerment Facilities, Layout, and Supporting Services Work Environment, Ergonomics, and Motion Efficiency Product or Service Realization: Details Planning Design and Development for Lean Purchasing and Lean Supply Chain Practices Purchasing Process Lean Production and Service Lean Process Control Supply Chain Management Customer-Supplier Relations Transportation Measurement and Continuous Improvement: Details Measurement and Analysis for Continuous Improvement Proactive Action Additional Lean Environmental and Energy Practices Identification of Material and Energy Wastes Reduction of Material and Energy Wastes Supercritical Solvents Counterflow Rinse Systems in Semiconductor Processing and Metal Plating Get a Sail! Don''t Ship Air (or Water) Innovative Use of Mechanical Energy Economy of Scale in Renewable Energy Application to Agriculture Innovative Thinking in Transportation 4 Rs: Refuse, Reduce, Reuse, Recycle Conclusion Lean KPIs and CTL Characteristics IMAIS Improvement Cycle LMS:2012 Bibliography Index ople Waste of the Time of People in Service Activities Waste of Materials Waste of Energy Energy Efficiency Gap Analysis: Thought Process The Material and Energy Balance Steady State Assumption and Control Surface Application to Painting and Coating Operations Application to Steel and Aluminum Manufacture Application to Machining Operations Application to Power Generation Material and Energy Balance, Summary Do Not Use Carbon Emission Metrics Is Climate Change a Problem? Special Interests and the Climate Agenda The Cap-and-Trade Community Doesn''t Walk its Talk The Recommended KPIs Identify All Operating Wastes Lean KPIs and Goldratt''s Theory of Constraints Lean KPIs and the Toyota Production System Lean KPIs and Lean Manufacturing Techniques Waste of Capital Investment Non-Operating Processes and White Elephants Waste of Capital Assets in Operating Processes Summary: Lean Key Performance Indicators Integrated Lean Assessment Why IMAIS? Isolate Isolate versus Supply Chain Perspective Measure Assess Time of People versus Time of Things Energy versus Time of People and Time of Things Materials versus Time of People Improve Standardize Summary: IMAIS LMS:2012 Lean Management System Requirements Provision 4.1: General Requirements Provision 4.2: Lean.