Lean Today, Rich Tomorrow

Auteur

Joe Bichai has been recognized and looked upon as a leader in the world of Lean manufacturing. Throughout his career he enthusiastically shared his knowledge of Lean and continuous improvement philosophy. Committed to the success of domestic manufacturing, he has conducted numerous seminars and taught future grads how to be competitive in our global markets.

After graduating from the Ecole Polytechnique de Montréal as an industrial engineer, Bichai joined Electrolux as a young and eager engineer. He worked his way through the ranks and was promoted to I.E. Manager, later to Manufacturing engineering manager and to finally plant manager. In 1986, he decided to start his own company, JITech Manufacturing services, offering his customers, a one-stop shop for manufacturers looking for plastic molds as well as molded and assembled products.

In 1991, he seized the opportunity to partner up with Kamik (Genfoot Inc.), the leading Canadian footwear manufacturer. Since then, Bichai has been leading the manufacturing activities of their three North American factories.

In 1998, the CSIE (Canadian Society for Industrial Engineering) awarded him the Leadership award for promoting Canadian productivity.

In 2000, he was awarded "the most influential engineer of his decade" award by the Ecole Polytechnique de Montréal's industrial engineering department.

For the past 30 years, Bichai has been a proud advocate of the Japanese manufacturing management techniques that led him in 2001 to join the Gemba Kaizen and Just-in-Time study tour at the Japan Kaizen Institute, where he perfected his continuous improvement knowledge learning from Imai Masaaki, founder of the Kaizen Institute.

In 2007, Bichai's French version book Agir ou Périr was published by the Presses Internationales de Polytechnique and was selected as a finalist in the annual Quebec Better Business Book Grand Prix competition.

Texte du rabat

Learn how a factory condemned to closure transformed itself into the most productive North American manufacturer in its field. Follow the actual process that turned wasteful bad habits-including piecework, batch processing, and rework-into just-in-time/Lean philosophy-driven solutions-such as one-piece flow, U-shaped cells with work teams, and productivity sharing. This hands-on implementation guide not only walks you through each step taken by the company, but also provides you with the tools you need to rally and train your workforce, even when faced with resistance.

Résumé

This book is about an actual Lean transformation that took place in a 100-year-old North American manufacturer's factory. Lean Today, Rich Tomorrow: Succeeding in Today's Globalization Chaos tells the story of how an obsolete factory destined for closure was transformed into the most productive North American manufacturer in its field, but this shift didn't happen without its share of obstacles.

Despite the problems the company encountered, the implementation of the Lean/TPS with JIT and Kaizen absolutely ensured its survival while many companies in the field fell under the shadow of bankruptcy. The company eliminated the bad habits associated with its antiquated push system, including piecework, batch process, and rework, and transformed its factory into a JIT/Lean philosophy-driven plant with one-piece flow, U-shaped production lines, and productivity sharing.

Telling a tale of adventure, the book guides readers through the steps taken by the company to improve processes and results over a ten-year period. This success story will give managers the tools to succeed in rallying and training a workforce to achieve Lean goals through a substantive change in culture. The book keeps the use of theory to a minimum. However, to make it useful to both students and professionals, it explains the basic concepts of the Toyota system.

Presented in a compelling story format, Lean Today, Rich Tomorrow: Succeeding in Today's Globalization Chaos *is a practical work, told the way it was experienced. It avoids complex formulas, algorithms, and grand theories and instead illustrates the process used by this Canadian enterprise and its employees to achieve their successful implementation *without the help of consultants.

Contenu

Ten Years Later. Setting the Challenge. Rethinking the Factory's Layout and Production Philosophy. New Layout and Training. Reviewing the Salary, Structure, and Bonus System. Organizing the Work. Overcoming the Obstacles. Establishing a Gain-Sharing System to Stimulate Productivity. Carrying Out a First Assessment and Detecting Errors along the Way. Putting Kaizen into Practice in the Factory. Tour of a Chinese Supplier: A Wake-Up Call. End of an Era. Winning Conditions for a Successful JIT and Kaizen Implementation Project. Toyota's Lean Production System, Kaizen, and Related Concepts. Tour of World-Class Japanese Factories. Myths and Realities of Japanese Industry Workers.