Daniel T. Jones | |
|---|---|
| Other names | Dan Jones |
| Alma mater | University of Sussex |
| Occupation(s) | Author, researcher |
| Known for | Lean management |
| Notable work | The Machine That Changed the World (1991) |
| Awards | Shingo Prize for Operational Excellence (1994, 1998, 2003) |
Daniel T. Jones is an English author and researcher. [1] He won the Shingo Prize for Operational Excellence in the Research and Professional Publication category multiple times [2] [3] for his books The Machine that Changed the World , Lean Thinking: Banish Waste and Create Wealth in Your Organization and Seeing the Whole: Mapping the Extended Value Stream.
He is also the founder of the Lean Enterprise Academy.
He has a bachelor's degree in economics from the University of Sussex. [4] In 2015 he received an honorary Doctorate of Science from the University of Buckingham in the United Kingdom. [5]
Daniel Jones along with James P. Womack researched the automotive industry. Their research work with Daniel Roos, a professor at Massachusetts Institute of Technology on the automotive industry, found a three-to-one productivity difference between Japanese and American factories. Their research was published as a book, The Machine That Changed the World in 1991. [1]
Lean manufacturing is a method of manufacturing goods aimed primarily at reducing times within the production system as well as response times from suppliers and customers. It is closely related to another concept called just-in-time manufacturing. Just-in-time manufacturing tries to match production to demand by only supplying goods that have been ordered and focus on efficiency, productivity, and reduction of "wastes" for the producer and supplier of goods. Lean manufacturing adopts the just-in-time approach and additionally focuses on reducing cycle, flow, and throughput times by further eliminating activities that do not add any value for the customer. Lean manufacturing also involves people who work outside of the manufacturing process, such as in marketing and customer service.
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices. The TPS is a management system that organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers. The system is a major precursor of the more generic "lean manufacturing". Taiichi Ohno and Eiji Toyoda, Japanese industrial engineers, developed the system between 1948 and 1975.
Lean thinking is a management framework made up of a philosophy, practices and principles which aim to help practitioners improve efficiency and the quality of work. Lean thinking encourages whole organisation participation. The goal is to organise human activities to deliver more benefits to society and value to individuals while eliminating waste.
Craft production is manufacturing by hand, with or without the aid of tools. The term "craft production" describes manufacturing techniques that are used in handicraft trades. These were the common methods of manufacture in the pre-industrialized world.
Muda is a Japanese word meaning "futility", "uselessness", or "wastefulness", and is a key concept in lean process thinking such as in the Toyota Production System (TPS), denoting one of three types of deviation from optimal allocation of resources. The other types are known by the Japanese terms mura ("unevenness") and muri ("overload"). Waste in this context refers to the wasting of time or resources rather than wasteful by-products and should not be confused with waste reduction.
Genba is a Japanese term meaning "the actual place". Japanese detectives call the crime scene genba, and Japanese TV reporters may refer to themselves as reporting from genba. In business, genba refers to the place where value is created; in manufacturing, the genba is the factory floor. It can be any "site" such as a construction site, sales floor or where the service provider interacts directly with the customer.
Operational excellence refers to the systematic implementation of principles and tools designed to enhance organizational performance and create a culture focused on continuous improvement. It enables employees at all levels to identify, deliver, and enhance the flow of value to customers. Common frameworks associated with operational excellence include Lean management and Six Sigma, which emphasize efficiency, waste reduction, and quality improvement. Organizations that adopt these practices often report increased customer satisfaction and operational efficiency.
A workcell is an arrangement of resources in a manufacturing environment to improve the quality, speed and cost of the process. Workcells are designed to improve these by improving process flow and eliminating waste. They are based on the principles of Lean Manufacturing as described in The Machine That Changed the World by Womack, Jones and Roos.
Takt time, or simply takt, is a manufacturing term to describe the required product assembly duration that is needed to match the demand. Often confused with cycle time, takt time is a tool used to design work and it measures the average time interval between the start of production of one unit and the start of production of the next unit when items are produced sequentially. For calculations, it is the time to produce parts divided by the number of parts demanded in that time interval. The takt time is based on customer demand; if a process or a production line are unable to produce at takt time, either demand leveling, additional resources, or process re-engineering is needed to ensure on-time delivery.
The Machine That Changed the World is a 1990 book about automobile production, written by James P. Womack, Daniel T. Jones, and Daniel Roos.
Value-stream mapping, also known as material- and information-flow mapping, is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from the beginning of the specific process until it reaches the customer. A value stream map is a visual tool that displays all critical steps in a specific process and easily quantifies the time and volume taken at each stage. Value stream maps show the flow of both materials and information as they progress through the process.
Norman Bodek was a teacher, consultant, author and publisher who published over 100 Japanese management books in English, including the works of Taiichi Ohno and Dr. Shigeo Shingo. He taught a course on "The Best of Japanese Management Practices" at Portland State University. Bodek created the Shingo Prize with Dr. Vern Beuhler at Utah State University. He was elected to Industry Week's Manufacturing Hall of Fame and founded Productivity Press. He was also the President of PCS Press. He died on December 9, 2020, at the age of 88.
Lean consumption is based on lean manufacturing, also known as lean production. Lean Manufacturing was pioneered by Toyota founder Taiichi Ohno, and revolutionized and streamlined the manufacturing industry. Whereas lean manufacturing set out ways to streamline manufacturing processes, lean consumption "minimizes customers' time and effort by delivering exactly what they want when and where they want it". Processes are focused on eliminating waste, while increasing productivity, speed of operation and improving customer interaction.
Lean dynamics is a business management practice that emphasizes the same primary outcome as lean manufacturing or lean production of eliminating wasteful expenditure of resources. However, it is distinguished by its different focus of creating a structure for accommodating the dynamic business conditions that cause these wastes to accumulate in the first place.
Lean IT is the extension of lean manufacturing and lean services principles to the development and management of information technology (IT) products and services. Its central concern, applied in the context of IT, is the elimination of waste, where waste is work that adds no value to a product or service.
The Program on Vehicle and Mobility Innovation (PVMI) is the oldest and largest international research consortium aimed at analyzing the global automotive industry.
James P. Womack was the research director of the International Motor Vehicle Program (IMVP) at the Massachusetts Institute of Technology (MIT) in Cambridge, Massachusetts and is the founder and chairman of the Lean Enterprise Institute, a nonprofit institution for the dissemination and exploration of the Lean thinking with the aim of his further development of the Lean Enterprise.
Lean startup is a methodology for developing businesses and products that aims to shorten product development cycles and rapidly discover if a proposed business model is viable; this is achieved by adopting a combination of business-hypothesis-driven experimentation, iterative product releases, and validated learning. Lean startup emphasizes customer feedback over intuition and flexibility over planning. This methodology enables recovery from failures more often than traditional ways of product development.
Lean enterprise is a practice focused on value creation for the end customer with minimal waste and processes. Principals derive from lean manufacturing and Six Sigma. The lean principles were popularized by Toyota in the automobile manufacturing industry, and subsequently the electronics and internet software industries.
Design for lean manufacturing is a process for applying lean concepts to the design phase of a system, such as a complex product or process. The term describes methods of design in lean manufacturing companies as part of the study of Japanese industry by the Massachusetts Institute of Technology. At the time of the study, the Japanese automakers were outperforming the American counterparts in speed, resources used in design, and design quality. Conventional mass-production design focuses primarily on product functions and manufacturing costs; however, design for lean manufacturing systematically widens the design equation to include all factors that will determine a product's success across its entire value stream and life-cycle. One goal is to reduce waste and maximize value, and other goals include improving the quality of the design and the reducing the time to achieve the final solution. The method has been used in architecture, healthcare, product development, processes design, information technology systems, and even to create lean business models. It relies on the definition and optimization of values coupled with the prevention of wastes before they enter the system. Design for lean manufacturing is system design.
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