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Selecting the Right Manufacturing Improvement Tools
 
 

Selecting the Right Manufacturing Improvement Tools, 1st Edition

What Tool? When?

 
Selecting the Right Manufacturing Improvement Tools, 1st Edition,Ron Moore,ISBN9780750679169
 
 
 

  

Butterworth-Heinemann

9780750679169

416

229 X 152

The only comprehensive book that deals with all important classes of materials and processes

Print Book

Hardcover

In Stock

Estimated Delivery Time
USD 54.95
 
 

Key Features

· Provides an excellent review of the most popular improvement tools and strategies - Lean Manufacturing, Kaizen, including 5S, Kanban, Quick Changeover, and Standardization, Total Productive Maintenance, Six Sigma, Supply Chain Management, Reliability Centered Maintenance, Predictive Maintenance (or Condition Monitoring), and Root Cause Analysis.
· Illustrates the use of each tool with case studies, using a fictitious company called "Beta International," which continues its journey to business excellence from author's previous book, Making Common Sense Common Practice
· Describes the foundational elements necessary for any tool to work - leadership, organizational alignment and discipline, teamwork, performance measurement, change management, and the role of innovation.
· Concludes with a recommended hierarchy for the use of the various tools, and provides enough information so that individual circumstances and issues can be related to these improvement tools, making better decisions and having greater business success.

Description

Selecting the Right Manufacturing Improvement Tools offers an easy-to-read and comprehensive review of the most important current industrial improvement tools that every manufacturing or industrial executive, operational manager or engineer needs to know, including which tool to use for a particular type of manufacturing situation.

But his book goes beyond a simple comparison of improvement tools to show how these tools can be implemented and supported. Instead, it offers a broader strategic explanation of how they relate to one another, and their relative strengths and weaknesses in the larger context of the entire enterprise. It demonstrates how to use these tools in an integrated way such that they are not just be viewed as another “program of the month” or management fad. Selecting the Right Manufacturing Improvement Tools guides the use of these individual management tools within the need for aligning the organization, developing leadership, and managing change, all for creating an environment where these tools will be more successfully applied.

Readership

Departments of materials engineering, metallurgical engineering, mechanical engineering, and manufacturing engineering

Ron Moore

Ron Moore, P.E., is the managing partner of The RM Group, Inc., and an internationally recognized authority on reliability, manufacturing, and maintenance strategies. He has also been president of Computational Systems, Inc., a supplier of instruments and software to manufacturing companies. Moore holds BS and MS degrees in mechanical engineering from the University of New Hampshire and an MBA from the University of New Haven and is conversational in Russian.

Affiliations and Expertise

Ron Moore, P.E., Managing Partner, The RM Group, Inc. Knoxville, TN

Selecting the Right Manufacturing Improvement Tools, 1st Edition

1. Introduction
The Scene
The Response
The Tools
Lean Manufacturing
Cost Cutting – Does It Work?
Why Do Executives Persist in Cost Cutting?
Summary

2. Aligning the Organization
Why We Must Align the Organization
Aligning for Manufacturing Excellence
Developing and Using an Asset Management Strategy as an Alignment Tool
CEO Compensation: MIS-Aligning the Organization
Initiative Overload: a MIS-Alignment Issue
Closing

3. Innovation
Cost Cutting vs. Creating an Innovative Environment
Getting Lower Costs through “Little Innovation”
Creating Expectations
Outsourcing/Offshoring – The Loss of Innovation
Two Scenarios
Human Capital – The Heart of Innovation and Value Creation
Other Human Asset Valuation Methods
Closing

4. Leadership and Teamwork
Introduction to Leadership Models
Leaders v. Managers
Vision, Reality, Courage and Ethics
Personal Humility and Professional Resolve
Building Character through Principles
Aligning the Organization
Five Practices of Exemplary Leadership
The 21 Irrefutable Laws of Leadership
Inspiring Ordinary People to Extraordinary Performance
Summary – Common Traits of Leadership
Teams and Teamwork – A Model for Excellence
The Dysfunctions of Teams
Closing

5. Managing Change
Introduction
Articulate a Compelling Reason for Change
Apply Leadership and Management Principles
Communicate the Strategy and Goals
Facilitate Employee Implementation of the Change Process
Measure the Results: Reward Good Behaviour; Challenge Bad Behaviour
Stabilize the Organization in the New Order
Succession Planning and Management
Beta’s Omega Division
Better Succession Management
Selecting the Right Managers
Sustaining the Improvement
Closing

6. Business Level FMEA
The Manufacturing Plant as a Business System
Business Level Failure Modes and Effects Analysis (FMEA)
Typical Results
Selecting the Right Tools
Beta’s Allen Central Plant
Beta’s Swampton Plant
Beta’s Martin Plant
Beta’s Leets Plant
Beta’s Van Lear Plant
Beta’s Blany Plant
Beta’s Ivel Plant
Summary

7. Lean Manufacturing
Lean Manufacturing – A Very Brief History
Lean Characteristics
The Toyota Way
Philosophy – Long Term Thinking
Processes – Eliminate Waste
People and Partners – Respect, Challenge, and Grow Them
Problem Solving – Continuous Improvement and Learning
Keep Things Simple
Toyota Production System – Summary
Decoding the DNA of the Toyota Production System
Beta’s Banner Division
Banner Division’s Boldman Plant
Banner Division’s Blue River Plant
Summary

8. Kaizen
Introduction
Ideas Are Free
Major Principles of Kaizen
Kaizen and Management
5S
Standardization
Elimination of Muda (Waste)
Kanban
Beta’s Dorton Plant
Closing

9. Total Productive Maintenance (TPM)
Fundamentals of TPM
Overall Equipment Effectiveness (OEE)
OEE/TPM and Safety Performance
Operator Care
Operator/Owner Guidelines
Maintainer/Improver Guidelines
Quick Changeover
Beta’s Ivyton Plant
Beta’s Grethel Plant
Closing

10. Six Sigma
Definition of Six Sigma
The Methodology
An Alternative Application of Six Sigma Principles
Beta’s Waldo Plant
Beta’s Staffordville Plant
Beta’s Teaberry Plant
Six Sigma and Lean Manufacturing
Summary

11. Supply Chain Management
Supply Chain Management – One Model
Supply Chain Management – Another Model
Differentiating and Managing Customers
Cost of Service
Good Suppliers
Policy Deployment
Functional Organizations vs. Supply Chain Organizations
Beta’s Falcon Plant
Beta’s Tomahawk Division
Beta’s Topmost DPD Division
Summary

12. Reliability Centered Maintenance (RCM)
Introduction
RCM Standard SAE JA1011
An Example
Criticality Analysis
RCM and Developing a Maintenance Strategy
Potential RCM Pitfalls and Suggestions
PM Optimization – RCM in Reverse
Beta’s Lowhansville Plant
Beta’s Carr Creek Plant
Beta’s Oil Springs Plant
RCM and TPM – The Relationship
RCM and Six Sigma – Common and Uncommon Characteristics
Summary


13. Predictive Maintenance/Condition Monitoring
Introduction
Cost Reduction Benefit of Condition Monitoring
PM and Increased Costs
Common Mistakes in Condition Monitoring Programs
Condition Monitoring – Understanding and Managing the Degradation Process
Predictive Maintenance/Condition Monitoring Technologies
Vibration Analysis
The Basics of Vibration Analysis
Lubrication/Fluid Analysis
Infrared Thermography
Motor and Electrical Testing
Airborne Ultrasound Testing
Operator Condition Monitoring
Contracting Predictive Maintenance
Beta’s Boons Camp Plant
Beta’s Stanville Plant
Beta’s Dwale Plant
Beta’s Watergap Plant
Summary

14. Root Cause Analysis
Introduction
Three Common Approaches
Five Whys
Cause & Effect Diagram with the Addition of Cards- CEDAC
Apollo Root Cause Analysis Methodology
RCA Example
RCA Rt
The Development of a Cohesive Approach
The Importance of Problem Definition and Follow Through
Cause Trees
Action Management
Incidents and Ongoing Concerns
Summary

15. Closing
Beta’s Strategy
Nominal Hierarchy for Application of the Strategy and Tools


Appendices
A – Planning and Scheduling
B – Performance Measurement
C – Other Tools and Strategies

Quotes and reviews

...provides information that allows companies to understand the most popular tools and strategies and to relate these to their circumstances and issues, helping them make better decisions and more effective use of the various tools available:- Iron & Steel Technology, March 2007
 
 
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