Selecting the right manufacturing improvement tools : what tool? when? / Ron Moore.

ISBN:

9780750679169

9780080468198

9781280747458

Title:

Selecting the right manufacturing improvement tools : what tool? when? / Ron Moore.

Author:

Moore, Ron.

Personal Author:

Moore, Ron.

Publication Information:

Physical Description:

1 online resource (xxii, 390 pages) : illustrations

Contents:

1. Introduction -- 2. Aligning the Organization -- 3. Innovation -- 4. Leadership and Teamwork -- 5. Managing Change -- 6. Business Level FMEA -- 7. Lean Manufacturing -- 8. Kaizen -- 9. Total Productive Maintenance (TPM) -- 10. Six Sigma -- 11. Supply Chain Management -- 12. Reliability Centered Maintenance (RCM) -- 13. Predictive Maintenance/Condition Monitoring -- 14. Root Cause Analysis -- 15. Closing; Appendices.

Introduction -- Aligning the organization -- Innovation -- Leadership and teams -- Managing change -- Business level failure models and effects analysis : selecting the right improvement projects and tools -- Lean manufacturing -- Kaizen -- Total productive maintenance -- Six sigma -- Supply chain management -- Reliability-centered maintenance -- Predictive maintenance/condition monitoring -- Root cause analysis -- Closing.

Local Note:

eBooks on EBSCOhost

Subject Term:

Manufacturing industries -- Management.

Manufactures -- Quality control.

Production management.

Manufacturing processes.

Format:

Electronic Resources

Electronic Access:

Click here to view

Publication Date:

2007

Publication Information:

Available:*

Shelf Number	Material Type	Copy	Shelf Location	Status
658.514 22	1:E-BOOK	1	1:ONLINE	Searching... Unknown

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Summary

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.

Author Notes

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.

Dedication	p. xi
Acknowledgments	p. xiii
Preface	p. xv
1 Introduction	p. 1
The Scene	p. 1
The Response	p. 3
The Tools	p. 6
Lean Manufacturing	p. 7
Cost Cutting-Does it Work?	p. 9
Why Do Executives Persist in Cost Cutting?	p. 11
Kaizen	p. 12
Total Productive Maintenance	p. 13
Six Sigma	p. 13
Supply Chain Management	p. 14
Reliability-Centered Maintenance	p. 14
Predictive Maintenance	p. 15
Root Cause Analysis	p. 16
Other Tools	p. 17
Summary	p. 18
References	p. 19
2 Aligning the Organization	p. 21
Why We Must Align the Organization	p. 21
Aligning for Manufacturing Excellence	p. 24
Developing and Using an Asset Management Strategy as an Alignment Tool	p. 30
CEO Compensation: Mis-Aligning the Organization	p. 35
Internal Equtability	p. 38
CEO Compensation and Internal Equity	p. 39
External Competitiveness	p. 42
CEO Compensation and External Competitiveness	p. 43
Initiative Overload: A Mis-Alignment Issue	p. 46
Summary	p. 47
References	p. 49
3 Innovation	p. 51
Introduction	p. 51
Cost Cutting vs. Creating an Innovative Environment	p. 54
Getting Lower Costs Through "Little Innovation"	p. 55
Creating Expectations	p. 56
Outsourcing/Offshoring: The Loss of Innovation	p. 59
Two Scenarios	p. 61
Human Capital: The Heart of Innovation and Value Creation	p. 64
Other Human Asset Valuation Methods	p. 70
Summary	p. 73
References	p. 75
4 Leadership and Teams	p. 77
Introduction	p. 77
Leaders vs. Managers	p. 77
Vision, Reality, Courage, and Ethics	p. 79
Personal Humility and Professional Resolve	p. 79
Building Character Through Principles	p. 80
Leadership: Aligning the Organization	p. 81
Five Practices of Exemplary Leadership	p. 82
The 21 Irrefutable Laws of Leadership	p. 82
Inspiring Ordinary People to Extraordinary Performance	p. 82
Summary: Common Traits of Leadership	p. 84
Teams and Teamwork	p. 85
Self-Managed Teams: Caution	p. 89
Organizational Context	p. 91
Expert Team Coaching	p. 92
Team Leader Execution Skills	p. 93
Corporate Level Observations	p. 94
The Dysfunctions of Teams	p. 94
Summary	p. 95
References	p. 95
5 Managing Change	p. 97
Introduction	p. 97
Articulate a Compelling Reason for Change	p. 99
Apply Leadership and Management Principles	p. 100
Communicate the Strategy and Goals	p. 101
Facilitate Employee Implementation of the Change Process	p. 102
Measure the Results: Reward Good Behavior, Challenge Bad Behavior	p. 103
Stabilize the Organization in the New Order	p. 105
Succession Planning and Management	p. 106
Beta's Omega Division	p. 106
Better Succession Management	p. 108
Selecting the Right Managers	p. 109
Sustaining Improvement	p. 110
Summary	p. 112
References	p. 112
6 Business Level Failure Models and Effects Analysis: Selecting the Right Improvement Projects and Tools	p. 115
The Manufacturing Plant as a Business System	p. 116
Business-Level Failure Modes and Effects Analysis (FMEA)	p. 117
Typical Results	p. 121
Selecting the Right Tools	p. 121
Beta's Allen Central Plant	p. 123
Beta's Swampton Plant	p. 124
Beta's Martin Plant	p. 125
Beta's Leets Plant	p. 128
Beta's Van Lear Plant	p. 129
Beta's Blany Plant	p. 129
Beta's Ivel Plant	p. 130
Summary	p. 131
Reference	p. 133
7 Lean Manufacturing	p. 135
Lean Manufacturing: A Very Brief History	p. 135
Lean Characteristics	p. 137
The Toyota Way	p. 141
Philosophy: Long-Term Thinking	p. 141
Processes: Eliminate Waste	p. 143
People and Partners: Respect, Challenge, and Grow Them	p. 145
Problem Solving: Continuous Improvement and Learning	p. 146
Keeping Things Simple	p. 148
Toyota Production System Summary	p. 150
Decoding the DNA of the Toyota Production System	p. 152
Beta's Banner Division	p. 153
Banner Division's Boldman Plant	p. 154
Banner Division's Blue River Plant	p. 154
Summary	p. 156
References	p. 157
8 Kaizen	p. 159
Introduction	p. 159
Ideas Are Free	p. 160
Major Principles of Kaizen	p. 164
Kaizen and Management	p. 164
5S	p. 166
Standardization	p. 166
Elimination of Muda (Waste)	p. 167
Kanban	p. 168
Beta's Dorton Plant	p. 169
Beta's Burton Plant	p. 171
Summary	p. 172
References	p. 172
9 Total Productive Maintenance	p. 173
Fundamentals of TPM	p. 174
OEE	p. 176
OEE/TPM and Safety Performance	p. 180
Operator Care	p. 182
Operator/Owner Guidelines	p. 183
Maintainer/Improver Guidelines	p. 183
Quick Changeover	p. 185
Relationship Between TPM and RCM	p. 186
Beta's Ivyton Plant	p. 186
Beta's Grethel Plant	p. 188
Summary	p. 189
References	p. 191
10 Six Sigma	p. 193
Definition of Six Sigma	p. 193
The Methodology	p. 195
An Alternative Application of Six Sigma Principles	p. 197
Beta's Waldo Plant	p. 198
Beta's Staffordville Plant	p. 199
Beta's Teaberry Plant	p. 199
Six Sigma and Lean Manufacturing	p. 200
Summary	p. 201
References	p. 203
11 Supply Chain Management	p. 205
Supply Chain Management: One Model	p. 205
Supply Chain Management: Another Model	p. 208
Differentiating and Managing Customers	p. 208
Cost of Service	p. 212
Good Suppliers	p. 212
Policy Deployment	p. 213
Functional Organizations vs. Supply Chain Organizations	p. 214
Beta's Falcon Plant	p. 215
Beta's Tomahawk Division	p. 216
Beta's Topmost-DPD Division	p. 217
Beta's Melvin Plant	p. 218
Beta's Weeksbury Division	p. 219
Summary	p. 219
References	p. 220
12 Reliability-Centered Maintenance	p. 221
Introduction	p. 221
RCM Standard SAE JA1011	p. 223
An RCM Example	p. 225
Criticality Analysis	p. 227
RCM and Developing a Maintenance Strategy	p. 228
Potential RCM Pitfalls and Suggestions	p. 233
PM Optimization: RCM in Reverse	p. 235
Beta's Lowhansville Plant	p. 238
Beta's Carr Creek Plant	p. 239
Beta's Oil Springs Plant	p. 240
RCM and TPM: The Relationship	p. 241
RCM and Six Sigma: Common and Uncommon Characteristics	p. 243
Summary	p. 243
References	p. 244
13 Predictive Maintenance/Condition Monitoring	p. 247
Introduction	p. 247
Cost Reduction Benefit of CM	p. 247
Preventive Maintenance (PM) and Increased Costs	p. 250
Common Mistakes in CM Programs	p. 251
CM: Understanding and Managing the Degradation Process	p. 252
PdM/CM Technologies	p. 255
Vibration Analysis	p. 256
The Basics of Vibration Analysis	p. 258
Lubrication/Fluid Analysis	p. 261
Infrared Thermography	p. 265
Motor and Electrical Testing	p. 271
Specific Motor Current Testing	p. 272
Airborne Ultrasonic Testing	p. 273
Operator Process Condition Monitoring	p. 275
Contracting CM	p. 277
Beta's Boons Camp Plant	p. 279
Beta's Stanville Plant	p. 280
Beta's Dwale Plant	p. 281
Beta's Watergap Plant	p. 282
Summary	p. 282
References	p. 284
14 Root Cause Analysis	p. 285
Introduction	p. 285
Three Common Approaches	p. 287
5 Whys	p. 287
CEDAC	p. 290
Apollo RCA Methodology	p. 294
RCA Example	p. 296
Results	p. 297
RCA Rt	p. 298
The Development of a Cohesive Approach	p. 298
The Importance of Problem Definition and Follow Through	p. 301
Cause Trees	p. 302
Action Management	p. 303
Incidents and Ongoing Concerns	p. 304
Summary	p. 304
References	p. 305
15 Closing	p. 307
Beta's Strategy	p. 307
Nominal Hierarchy for Application of the Strategy and Tools	p. 310
Reference	p. 313
Appendix A Planning and Scheduling	p. 315
References	p. 322
Appendix B Performance Measurement	p. 323
Return on Net Assets (RoNA) or Return on Replacement Value (RoRv)	p. 329
Measure for Weakness	p. 329
Beta's Instrument Division	p. 330
Closing	p. 333
References	p. 334
Appendix C Listing of Commonly Used Improvement Tools and Terms	p. 335
Reference	p. 358
Index	p. 359

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Summary

Summary

Author Notes

Table of Contents