Creating Continuous Flow: An Action Guide for Managers, Engineers and Production Associates

by Mike Rother, Rick Harris

This workbook explains in simple, step-by-step terms how to introduce and sustain lean flows of material and information in pacemaker cells and lines, a prerequisite for achieving a lean value stream.

A sight we frequently encounter when touring plants is the relocation of processing steps from departments (process villages) to product-family work cells, but too often these "cells" produce only intermittent and erratic flow. Output gyrates from hour to hour and small piles of inventory accumulate between each operation so that few of the benefits of cellularization are actually being realized; and, if the cell is located upstream from the pacemaker process, none of the benefits may ever reach the customer.

This sequel to Learning to See (which focused on plant level operations) provides simple step-by-step instructions for eliminating waste and creating continuous flow at the process level. This isn't a workbook you will read once then relegate to the bookshelf. It's an action guide for managers, engineers, and production associates that you will use to improve flow each and every day.

Creating Continuous Flow takes you to the next level in work cell design where you'll achieve even greater cost and lead time savings. You'll
- where to focus your continuous flow efforts
- how to create much more efficient work cells and lines
- how to operate a pacemaker process so that a lean value stream is possible
- how to sustain the gains, and keep improving

Creating Continuous Flow is the next logical step after Learning to See. The value-stream mapping process defined the pacemaker process and the overall flow of products and information in the plant. The next step is to shift your focus from the plant to the process level by zeroing in on the pacemaker process, which sets the production rhythm for the plant or value stream, and apply the principles of continuous flow.

Every production facility has at least one pacemaker process. The pacemaker processes is usually where products take their final form before going to external customers. It’s called the pacemaker because how you operate here determines both how well you can serve the customer and what the demand pattern is like for your upstream supplying processes.

How the pacemaker process operates is critically important. A steady and consistently flowing pacemaker places steady and consistent demands on the rest of the value stream. The continuous flow processing that results allows companies to create leaner value streams.

Genres: Business, Management

148 pages, Kindle Edition

First published December 1, 2001

Reviews

[Bob Wallner · Rating 5 out of 5]

I'm going back to my library and reading items that have been on my shelf for a while. The last time I read this was 2015 and the time before was 2006 when I started my lean journey.

So many books coming out today focus on the leadership aspect of lean. Yes, leadership is critical, but I feel that we are now ignoring the nuts and bolts of lean. The journey of 1000 miles begins with a single step, but if that step is in the wrong direction we could end up 1000 miles in the wrong direction. I have that phenomenon called LAME, Fake Lean, and many other things, but we need to go back to our basics and understand them thoroughly if we want to create a lean system.

Flow is what we lean practitioners are always striving for. Books like "The Red Book" focus on flowing the entire system, not just ad hoc improvements. This book walks you through how to do everything from a time study to paper kaizen to line balancing. Each section builds upon the previous to demonstrate how to make the material flow.

Upon re-reading there were many "Oh-Yeah" and "I remember doing that" moments. I cannot wait until my organization asks me to help create flow, because it won't happen. It's up to me to put these tactics to work for my organization.

[Marcus · Rating 5 out of 5]

Another excellent resource on ways to document and create continuous flow through a system. It is very focussed on manufacturing systems making physical products, but the lessons can also be applied to software development. It helped me realise that manufacturing is more complex & so software should be easier.

[Faisal Alarifi · Rating 4 out of 5]

This book is very rich in concepts, and is more of a study case for a manufacturing plant.

[Aaron · Rating 4 out of 5]

I could have used this book as I was starting out in my own Lean/CI education/journey. This boils down to a very practical and readable guide into how to successfully run/lead a kaizen event. All the aspects are there - planning/preparation, bringing together and leading a team, and using a bias for action to get whatever is planned done. Definitely something I will refer people to as I continue my career.

[Aleksander · Rating 4 out of 5]

Great and inspiring book. It is very practical not only for production managers, but for trading and service companies as well.

Great and inspiring book. It is very practical not only for production managers, but for trading and service companies as well.

[Stephen Jarman · Rating 4 out of 5]

Good basics of process improvement via line balancing

[Mustafa Mahmoud]

Good