Easier, Simpler, Faster

Acknowledgments -- Introduction -- Lantech, Lean, and IS: Why This Book Was Written -- Beginning Your Journey: IS, IT, and ERP -- All Value Streams Are Created Equal -- Overview -- Conclusion -- Chapter 1: Lean Basics to Define Your Custom er -- Eliminate Wastes, and Align IS -- The Five Lean Principles -- The Seven Deadly Wastes -- Kaizen and Kaizen Events—Aligning IS to -- Activities -- Thirteen IS Guiding Principles for a Lean Environment -- Chapter 2: Applying Standardization -- Information System s -- Applying Standardization to Hardware and Software -- Hardware Madness -- Software Galore -- ERP in Name Only -- Hardware Benefits from Standardization -- Software Benefits from Standardization -- Doing More with Less, Faster and Cheaper -- Benefits from Using a Common ERP System -- Chapter 3: Integrating Your Order Entry into -- Information Highway -- Modifying ERP to Handle Order Entry -- Every Employee Sees the Customer Order -- Handling Incomplete Customer Orders -- Making Your Office Lean— Less Paper/Immediate Access -- Hold That Order! -- From Lead to Quote to Order -- Scheduling an Order to the Floor -- Chapter 4: Selecting, Enabling, and -- Your ERP System -- Base Product Definition—Technology and Business Preferences -- Use Business People with Lean Backgrounds to Find -- New ERP System -- Skip the ERP Product Sales Talk and Go Directly -- the Technicians -- The Role of End User Participation -- Finalizing Our ERP Choice -- Managing Your ERP— Implementing a Vanilla Version -- Customizing -- Customizing ERP after Implementation -- The Power of Training and Keeping Programmers on Staff -- Chapter 5: Kanban: Reducing Inventory and -- Pull with Suppliers -- Kanban Basics -- Benefits of Less Inventory -- MRP Produces More Inventory, Less Flexibility -- The Kanban Process Begins to Open Doors -- Kanban Reduces Inventory, Eliminates Waste, -- Improves Savings -- Integrating the Kanban Process into the ERP System -- Creating Self-Billing Invoices -- Kanban Builds Stronger Supplier Relationships -- Inventory Accuracy Is Less Critical with a Kanban System -- Chapter 6: Reshuffling MRP to Align with Kanban and Lean -- Role of MRP in Lean -- The Pre-MRP Program -- MRP Benefits -- MRP No Longer Manages You -- Chapter 7: Mission to Go Live—Building Teams -- Overcoming Barriers -- The Business Process Kaizen Team's Strategic Project -- The BPK Team Becomes the New ERP Team -- Choosing a Consultantd Creating -- Implementation Team -- Managing the Implementation -- Going Live— Strike for the Heart -- The Challenge of Using Fewer Reports -- Importance of Teams in Building a Lean Culture -- Chapter 8: Capturing, Managing, and Sharing Information -- Who Sees the Information? -- Benefits of Open Sharing of Information -- Example of Easy Access— Programming a Preorder Screen -- Open Information Builds Trust and a Common Culture -- Use Information as a Tool Throughout Your Business -- The New IS Role in Supporting Lean -- Chapter 9: Lean Accounting System s -- The Role of Reports in Lean -- Standard Cost Accounting -- Plain English Financial Statement -- Putting Financial Statements in the Hands of the Users -- Impact of Kanban on Accounts Payable Functions -- Standard Allocations -- Appendix I: Seven S teps to Eliminating Standard Cost from an Information System -- Appendix II: The Thirteen Guiding -- System Principles -- Index -- About the Authors.