Mostrando resultados por autor "Mohammed Hamed Ahmed Soliman" en Todas las categorías

At first, Taiichi Ohno, who helped create the Toyota Production System, didn't want to write it down because he was afraid people would only pay attention to the tools and theories. When he finally wrote it down, he described it as a house because a house can be considered as a system. If you remove any supports holding up the roof, the roof and everything connected to it will fall down. One of the students of Ohno said that Toyota made a mistake when they named it the Toyota Production System. Instead, Toyota should have named it the Thinking Production System because the main purpose was ...

What if your team could stop problems the moment they begin — or even before? That’s the power of Andon, one of Toyota’s simplest and most powerful Lean tools. In this focused and practical guide, Dr. Mohamed H. Soliman explains what Andon truly means in a Lean environment — far beyond blinking lights or alarm cords. You’ll learn: What Andon is — and what it’s not How it empowers workers to speak up and take action How Toyota uses Andon to build a culture of immediate problem-solving The role of visual management in Lean success Practical steps to implement Andon in your ...

Eliminate the Hidden Costs Dragging Your Business Down What if the biggest losses in your company weren’t in the balance sheet—but in everyday operations? This book reveals the Seven Deadly Wastes (Muda) defined in the legendary Toyota Production System (TPS)—and shows you how to find and eliminate them in any organization. Whether you work in manufacturing, logistics, services, or healthcare, these wastes silently kill productivity, profits, and morale. You’ll learn: What each of the seven wastes is costing your business How to detect hidden inefficiencies in your value stream ...

In recent years, financial professionals have been using outdated ideas and methods to judge how well companies are doing and give feedback to the bosses. This helps the executives and CEOs figure out what changes they need to make and make important choices. The boss wants assistance in locating the means to finance a new project. He wants to find areas where we can reduce costs in our products and services, as well as determine if changes made have led to making more money. The CEO wants assistance in understanding how the company has gotten better or worse and what the future will be ...

Genchi genbutsu is the Toyota way of thoroughly understanding a situation by personally observing and confirming information or data at the place where the situation is happening. For instance, when someone in charge is trying to figure out a problem, they will go to where the work is being done and watch how it's being done. They will also talk to the people doing the work to make sure the information is correct and to understand what's going on. They won't only trust information from a computer or from other people. This rule applies to both high-level leaders and lower-level supervisors....

What if your machines could detect problems, stop themselves, and protect product quality — without constant supervision? That’s the power of Jidoka. In this concise, practical book, Dr. Mohamed H. Soliman explores how Jidoka, one of the two core pillars of the Toyota Production System, enables smarter operations by combining automation with human judgment. You’ll learn how Jidoka helps organizations: Build quality into every process Detect errors at the source and respond immediately Reduce waste and rework Free up operators to manage multiple machines (multiprocess handling) Create ...

How do you build reliable operations without killing innovation? The biggest challenge in implementing Standard Work is finding the right balance: Between giving employees clear, repeatable standards — and giving them space to think, improve, and grow. In this practical guide, Dr. Mohamed H. Soliman shows you how Toyota achieves that balance. You'll learn: Why most companies misunderstand Standard Work How to write effective standards that empower, not restrict Who should be involved in creating standards How Standard Work supports quality, cost, and delivery performance How it forms the ...

Why Do 70% of Lean Transformations Fail? And What Can You Do to Avoid Becoming One of Them? This book reveals the most overlooked reasons companies fail to achieve and sustain success with Lean—and more importantly, what to do instead. Whether you’re a CEO, improvement leader, or frontline manager, you'll discover: Why Lean is not just a toolkit, and how copying tools leads to failure The role of leadership behavior and culture in sustaining results How Toyota built Lean on deep human development, not quick fixes Practical steps to develop leaders, align teams, and embed improvement ...

Heijunka (Japanese for “production leveling” or “production smoothing”) is a key technique in achieving Just-In-Time (JIT) production. Its purpose is to smooth production across all departments and suppliers, ensuring a steady and predictable workflow while minimizing inventory. Heijunka works by leveling both production volume and product mix. Instead of producing strictly according to fluctuating customer orders, it distributes the total demand over a period, maintaining a consistent daily output. This steady pace supports upstream and downstream operations, reduces waste, and ...

This book is a practical guide for lean practitioners, operations managers, industrial engineers, and supply chain professionals seeking to understand and apply the Toyota Kanban system. Whether you're dealing with production delays, excess inventory, or inconsistent workflows, this book shows you how to implement Kanban as a flexible, visual pull system to restore flow and improve efficiency. Kanban—meaning “sign” or “signboard” in Japanese—is a visual signaling method used in the Toyota Production System (TPS). In a pull-based manufacturing process, Kanban cards signal ...

One of the biggest challenges in Lean is this question: “Where’s the financial benefit?” In many organizations, Lean feels like a set of good practices with unclear payoffs. But at Toyota, Lean principles and financial decision-making go hand in hand — not just for short-term savings, but for long-term strategic advantage. In this practical and thoughtful guide, Dr. Mohamed H. Soliman explores how to apply Lean Thinking to Cost-Benefit Analysis (CBA) — turning improvement efforts into clear, justifiable business value. You’ll learn: Why Lean must be connected to financial ...

Using lean metrics in non-manufacturing processes can help make things work better and make customers happier. The ideas of lean thinking, like finding what's valuable, getting rid of waste, and always trying to get better, work for all kinds of businesses. This book has lots of examples to show how lean principles can be used in non-manufacturing areas like healthcare, accounting, and maintenance.