Selecting the Right Manufacturing Improvement Tools (eBook)

Front Cover 1
Selecting the Right Manufacturing Improvement Tools: What Tool? When? 4
Copyright Page 5
Contents 6
Dedication 12
Acknowledgments 14
Preface 16
Chapter 1: Introduction 24
The Scene 24
The Response 26
The Tools 29
Lean Manufacturing 30
Cost Cutting—Does it Work? 32
Why Do Executives Persist in Cost Cutting? 34
Kaizen 35
Total Productive Maintenance 36
Six Sigma 36
Supply Chain Management 37
Reliability-Centered Maintenance 37
Predictive Maintenance 38
Root Cause Analysis 39
Other Tools 40
Summary 41
References 42
Chapter 2: Aligning the Organization 44
Why We Must Align the Organization 44
Aligning for Manufacturing Excellence 47
Developing and Using an Asset Management Strategy as an Alignment Tool 53
CEO Compensation: Mis-Aligning the Organization 58
Internal Equtability 61
CEO Compensation and Internal Equity 62
External Competitiveness 65
CEO Compensation and External Competitiveness 66
Initiative Overload: A Mis-Alignment Issue 69
Summary 70
References 72
Chapter 3: Innovation 74
Introduction 74
Cost Cutting vs. Creating an Innovative Environment 77
Getting Lower Costs Through “Little Innovation” 78
Creating Expectations 79
Outsourcing/Offshoring: The Loss of Innovation 82
Two Scenarios 84
Human Capital: The Heart of Innovation and Value Creation 87
Other Human Asset Valuation Methods 93
Summary 96
References 98
Chapter 4: Leadership and Teams 100
Introduction 100
Leaders vs. Managers 100
Vision, Reality, Courage, and Ethics 102
Personal Humility and Professional Resolve 102
Building Character Through Principles 103
Leadership: Aligning the Organization 104
Five Practices of Exemplary Leadership 105
The 21 Irrefutable Laws of Leadership 105
Inspiring Ordinary People to Extraordinary Performance 105
Summary: Common Traits of Leadership 107
Teams and Teamwork 108
Self-Managed Teams: Caution 112
Organizational Context 114
Expert Team Coaching 115
Team Leader Execution Skills 116
Corporate Level Observations 117
The Dysfunctions of Teams 117
Summary 118
References 118
Chapter 5: Managing Change 120
Introduction 120
Articulate a Compelling Reason for Change 122
Apply Leadership and Management Principles 123
Communicate the Strategy and Goals 124
Facilitate Employee Implementation of the Change Process 125
Measure the Results: Reward Good Behavior, Challenge Bad Behavior 126
Stabilize the Organization in the New Order 128
Succession Planning and Management 129
Beta’s Omega Division 129
Better Succession Management 131
Selecting the Right Managers 132
Sustaining Improvement 133
Summary 135
References 135
Chapter 6: Business Level Failure Models and Effects Analysis: Selecting the Right Improvement Projects and Tools 138
The Manufacturing Plant as a Business System 139
Business-Level Failure Modes and Effects Analysis (FMEA) 140
Typical Results 144
Selecting the Right Tools 144
Beta’s Allen Central Plant 146
Beta’s Swampton Plant 147
Beta’s Martin Plant 148
Beta’s Leets Plant 151
Beta’s Van Lear Plant 152
Beta’s Blany Plant 152
Beta’s Ivel Plant 153
Summary 154
Reference 156
Chapter 7: Lean Manufacturing 158
Lean Manufacturing: A Very Brief History 158
Lean Characteristics 160
The Toyota Way 164
Philosophy: Long-Term Thinking 164
Processes: Eliminate Waste 166
People and Partners: Respect, Challenge, and Grow Them 168
Problem Solving: Continuous Improvement and Learning 169
Keeping Things Simple 171
Toyota Production System Summary 173
Decoding the DNA of the Toyota Production System 175
Beta’s Banner Division 176
Banner Division’s Boldman Plant 177
Banner Division’s Blue River Plant 177
Summary 179
References 180
Chapter 8: Kaizen 182
Introduction 182
Ideas Are Free 183
Major Principles of Kaizen 187
Kaizen and Management 187
5S 189
Standardization 189
Elimination of Muda (Waste) 190
Kanban 191
Beta’s Dorton Plant 192
Beta’s Burton Plant 194
Summary 195
References 195
Chapter 9: Total Productive Maintenance 196
Fundamentals of TPM 197
OEE 199
OEE/TPM and Safety Performance 203
Operator Care 205
Operator/Owner Guidelines 206
Maintainer/Improver Guidelines 206
Quick Changeover 208
Relationship Between TPM and RCM 209
Beta’s Ivyton Plant 209
Beta’s Grethel Plant 211
Summary 212
References 214
Chapter 10: Six Sigma 216
Definition of Six Sigma 216
The Methodology 218
An Alternative Application of Six Sigma Principles 220
Beta’s Waldo Plant 221
Beta’s Staffordville Plant 222
Beta’s Teaberry Plant 222
Six Sigma and Lean Manufacturing 223
Summary 224
References 226
Chapter 11: Supply Chain Management 228
Supply Chain Management: One Model 228
Supply Chain Management: Another Model 231
Differentiating and Managing Customers 231
Cost of Service 235
Good Suppliers 235
Policy Deployment 236
Functional Organizations vs. Supply Chain Organizations 237
Beta’s Falcon Plant 238
Beta’s Tomahawk Division 239
Beta’s Topmost-DPD Division 240
Beta’s Melvin Plant 241
Beta’s Weeksbury Division 242
Summary 242
References 243
Chapter 12: Reliability-Centered Maintenance 244
Introduction 244
RCM Standard SAE JA1011 246
An RCM Example 248
Criticality Analysis 250
RCM and Developing a Maintenance Strategy 251
Potential RCM Pitfalls and Suggestions 256
PM Optimization: RCM in Reverse 258
Beta’s Lowhansville Plant 261
Beta’s Carr Creek Plant 262
Beta’s Oil Springs Plant 263
RCM and TPM: The Relationship 264
RCM and Six Sigma: Common and Uncommon Characteristics 266
Summary 266
References 267
Chapter 13: Predictive Maintenance/Condition Monitoring 270
Introduction 270
Cost Reduction Benefit of CM 270
Preventive Maintenance (PM) and Increased Costs 273
Common Mistakes in CM Programs 274
CM: Understanding and Managing the Degradation Process 275
PdM/CM Technologies 278
Vibration Analysis 279
The Basics of Vibration Analysis 281
Lubrication/Fluid Analysis 284
Infrared Thermography 288
Motor and Electrical Testing 294
Specific Motor Current Testing 295
Airborne Ultrasonic Testing 296
Operator Process Condition Monitoring 298
Contracting CM 300
Beta’s Boons Camp Plant 302
Beta’s Stanville Plant 303
Beta’s Dwale Plant 304
Beta’s Watergap Plant 305
Summary 305
References 307
Chapter 14: Root Cause Analysis 308
Introduction 308
Three Common Approaches 310
5 Whys 310
CEDAC 313
Apollo RCA Methodology 317
RCA Example 319
Results 320
RCA Rt 321
The Development of a Cohesive Approach 321
The Importance of Problem Definition and Follow Through 324
Cause Trees 325
Action Management 326
Incidents and Ongoing Concerns 327
Summary 327
References 328
Chapter 15: Closing 330
Beta’s Strategy 330
Nominal Hierarchy for Application of the Strategy and Tools 333
Reference 336
Appendix A: Planning and Scheduling 338
References 345
Appendix B: Performance Measurement 346
Return on Net Assets (RoNA) or Return on Replacement Value (RoRv) 352
Measure for Weakness 352
Beta’s Instrument Division 353
Closing 356
References 357
Appendix C: Listing of Commonly Used Improvement Tools and Terms 358
Reference 381
Index 382