• Business performance of lean manufacturers

    • Publicly available financial data

    • First, do no harm!

  • Manufacturing organization

    • Cells; departments; business lines

    • Role of managers

    • Career planning for operators

    • Production meetings; other daily management tasks

    • Learning; continuous improvement; breakthroughs

  • Support organization

    • The two Fs: effectiveness and efficiency

    • Engineering

    • Information systems

    • Quality

    • Maintenance/facilities

    • Accounting

    • Human resources

    • Lean manufacturing implementation group

    • Role of managers

    • Career planning for operators

    • Production meetings; other daily management tasks

    • Learning; continuous improvement; breakthroughs

  • Customer-supplier relations

    • Supplier support

    • Marketing/sales

  • Top management

    • Lean manufacturing and business strategy

    • Top management's role in sustaining lean manufacturing

  • Metrics, performance measurement, and management accounting

    • Limits to the effect of metrics

    • Requirements on metrics

    • Examples of manufacturing metrics

      • Quality

      • Cost

      • Delivery

      • Safety

      • Morale

    • Metrics for support groups

    • Data acquisition issues

    • Use and misuse of metrics

    • Link to management accounting

  • Emergency response

    • Is a lean supply chain robust or brittle?

    • Emergency response case studies

      • Mississippi flood of 1993

      • Aisin Seiki fire of 1997

      • Damaged die in punch press

  • Directions for future development

    • Evolution of manufacturing concepts at Toyota

    • Mass customization

    • Growth in use of information technology