​In a "pull" production system, the final process pulls needed parts from the previous process, which pulls from the process before it, and so on, as determined by customer demand. This allows you to operate without preset schedules and avoid unnecessary costs, wastes, and delays on the manufacturing floor.

Outlines many different management and control of quality techniques.  Used in some schools.

  Process maps have been a critical part of improvement efforts for decades. Shingo-style process maps are one of the least-used but most valuable improvement tools.

  Written by the industrial engineer who developed SMED (single-minute exchange of die) for Toyota, A Revolution in Manufacturing provides a full overview of this powerful just in time production tool. 

  Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations.  Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent and important than ever.   Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations and you will want to change right away.

  Hiroyuki Hirano’s five pillars of the visual workplace: sort, set in order, shine, standardize and sustain are the most fundamental and often overlooked aspects in continuous improvement initiatives. Together, these concepts form the framework of the 5S System, a set of principles whose simplicity often betrays its powerful impact on the workplace.

  ​In today's world, yesterday's methods just don't work. In Getting Things Done, veteran coach and management consultant David Allen shares the breakthrough methods for stress-free performance that he has introduced to tens of thousands of people across the country. Allen's premise is simple: our productivity is directly proportional to our ability to relax. Only when our minds are clear and our thoughts are organized can we achieve effective productivity and unleash our creative potential. In Getting Things Done Allen shows how to: