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

7 Lean Myths That Waste Your Time – And Why Six Sigma Is Not Enough By Dr. Mohammed Hamed Ahmed Soliman Think Lean is all about speed? Or that Six Sigma guarantees excellence? Think again. In this bold and eye-opening guide, Dr. Mohammed Hamed Ahmed Soliman cuts through the noise of corporate buzzwords and improvement hype to reveal what really works — and what wastes your time. You’ll uncover: 7 popular but misleading myths that weaken Lean transformation Why Six Sigma alone can’t deliver sustained excellence The dangers of relying on tools without changing mindsets How Toyota’s ...

Just-in-Time Production: Unlocking the Secrets of Toyota’s Legendary Efficiency When people first heard of Toyota’s approach, “Just-in-Time” was misunderstood as a simple inventory reduction program. In reality, it is one of the core pillars of the Toyota Production System (TPS), designed to create one-piece flow, expose hidden problems, and eliminate waste across the entire value stream. Just-in-Time Production takes you behind the scenes of Toyota’s revolutionary system, showing how the company emerged stronger than competitors after the 1970 oil crisis and became a global ...

Why do so many Lean implementations fail to deliver stable flow? Because they ignore the core secret behind Just-in-Time: Heijunka. In this concise, practical guide, Dr. Mohamed H. Soliman explains how production leveling — or Heijunka — helps organizations: Build predictable and stable production schedules Reduce overburden, bottlenecks, and downtime Align suppliers and internal processes for smoother flow Cut inventory without risking stockouts Unlock the full potential of Just-in-Time (JIT) systems Whether you're managing a factory floor or improving service operations, Heijunka is ...

How do you create a culture where improvement happens every day — not just during special projects? The secret lies in two simple patterns: Improvement Kata and Coaching Kata. In this concise and practical guide, Dr. Mohamed H. Soliman breaks down Toyota’s habit-building system for daily progress and leadership development. You’ll learn: How to set challenging goals and move toward them step-by-step How leaders coach thinking patterns — not just give answers How to turn PDCA into a daily, structured habit Why building routines ("kata") is more effective than just teaching tools How ...

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 ...

By reducing waste and time spent waiting, the lean operational concepts and techniques aim to provide the greatest benefit for patients. It focuses a lot on staff being involved, making things better over time, and thinking about what the consumers want. All employees in the company, including doctors, staff, and managers, always work to find and remove any unnecessary things that don't help patients. They use lean concepts in healthcare to do this. To ensure that the staff on the assembly line always have the necessary parts and tools to finish their work, Toyota has established various ...

Want a workplace where people solve problems, improve continuously, and love what they do? That’s not luck — it’s Lean Culture. In this practical guide, Dr. Mohamed H. Soliman explores how Toyota creates a culture where improvement is everyone's job — not through pressure, but through daily behaviors, leadership, and purpose. You’ll learn: How to engage employees without micromanaging How to turn Lean from a “project” into a way of life How leaders build motivation, trust, and ownership The real role of managers in sustaining Lean habits Real examples of cultural ...

🧠 Transform Your Company Culture—One Problem at a Time What separates successful lean organizations from the rest isn’t just tools or cost-cutting—it’s mindset, behavior, and daily habits. In this book, Lean expert Dr. Mohammed Hamed Ahmed Soliman introduces the Problem-Solving Kata, a structured way of thinking and acting that Toyota uses to create a culture of continuous improvement. This isn’t just a tool — it’s a leadership method for shaping behaviors, building capabilities, and driving long-term transformation. 🔍 In this practical guide, you will learn: What the ...

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....

Takt is a German word that means the speed or rhythm of something. Takt time is a number that helps make sure that the pace of making pacemakers matches the pace of selling them. One of the most important things to consider in lean manufacturing is takt time. This is the rate at which customers want a certain group of products to be produced by one step in the manufacturing process. Takt time is a number that tells us how much time we have to make each item that the customer wants. Takt time is the time available for manufacturing divided by the number of orders. In the 1930s, the German ...

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 ...

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 ...

Most people think of TPS as a set of tools. But it’s much more than that. The Toyota Production System (TPS) is not just a framework for factories — it’s a Thinking Production System rooted in leadership, purpose, and principles that drive excellence across any industry. In this clear and insightful guide, Dr. Mohamed H. Soliman cuts through the misconceptions to show what TPS really is — and what it isn’t. You’ll discover: Why TPS is a mindset, not a manual How TPS applies to any industry, not just automotive The principles and values that make up the Toyota Way Why stable ...

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.

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 ...