Title:
Making common sense common practice : models for manufacturing excellence
Personal Author:
Edition:
3rd ed.
Publication Information:
Amsterdam : Elsevier/Butterworth-Heinemann, 2004
ISBN:
9780750678216
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
---|---|---|---|---|---|
Searching... | 30000010063601 | HD9720.5 M66 2004 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
Presenting the best practices of the best manufacturing companies in the world, this book presents proven models for achieving world-class performance. It takes a look at plant design, procurement, parts management, installation and maintenance, training, and implementing a computerized maintenance management system.
Author Notes
Ron Moore is Managing Partner for The RM Group, Inc., Knoxville, TN, and Chairman of the University of Dayton's Industry Advisory Board
Table of Contents
Acknowledgments | p. x |
Preface | p. xii |
1 Manufacturing and Business Excellence | p. 1 |
The Scene | p. 1 |
The Players | p. 3 |
Integrating the Manufacturing and Marketing Strategy | p. 5 |
Becoming the Low-Cost Producer | p. 8 |
Application of Increased Capacity | p. 11 |
Beta's Beaver Creek Plant--RoNA vs. Uptime | p. 13 |
A Model for Becoming the Low-Cost Producer | p. 13 |
Measuring Losses from Ideal | p. 17 |
Sample Calculation of Batch Plant OEE | p. 23 |
Discussion of Sample Measurement | p. 28 |
A Special Case--Beta's Dwale Plant | p. 29 |
Hiding Behind Excess Capacity (The Hidden Plant) | p. 30 |
Differences Between Batch and Continuous Manufacturers | p. 33 |
Lean Manufacturing, Six Sigma, and Focused Factories | p. 34 |
Summary | p. 39 |
References | p. 40 |
2 Benchmarks, Bottlenecks, and Best Practices | p. 42 |
Benchmarking--Finding Benchmarks and Best Performers | p. 43 |
Making the Comparison | p. 46 |
Bottlenecks--A Dynamic View | p. 54 |
Manufacturing Uptime Improvement Model | p. 58 |
References | p. 65 |
3 Integrating the Marketing and Manufacturing Strategies | p. 67 |
Beta's Pracor Division | p. 68 |
Market/Product Success Factors | p. 69 |
Volume and Market Growth Analysis | p. 72 |
Manufacturing Capability for Supporting Market/Volume Goals | p. 73 |
Performance by Plant and by Product Line | p. 74 |
The Plan | p. 77 |
Revised Pricing Strategy | p. 78 |
Plant Performance Requirements | p. 79 |
Other Actions Required | p. 80 |
The Expected Results | p. 81 |
Effect of Product Mix on Manufacturing Performance | p. 85 |
Beta's Leets Division--Rationalizing Customers and Markets | p. 91 |
Summary | p. 94 |
References | p. 95 |
4 Plant Design and Capital Project Practices | p. 96 |
The Design Process | p. 99 |
Design Objectives | p. 100 |
Key Questions | p. 101 |
Operations and Maintenance Input | p. 105 |
Estimating Life-Cycle Costs | p. 107 |
Additional Case Histories | p. 108 |
Payback Analysis--Too Simple and Too Expensive--Payback Is Hell! | p. 110 |
Summary | p. 114 |
References | p. 114 |
5 Procurement Practices | p. 115 |
A Model for Developing Strategic Alliances--Goose Creek Plant | p. 117 |
Supplier Selection | p. 120 |
Process for Improved Specifications for Equipment Reliability--Mossy Bottom Plant | p. 122 |
Improving Supplier Reliability--A Case Study | p. 131 |
Supply Chain Principles--A Strategic Approach | p. 134 |
References | p. 137 |
6 Stores/Parts Management Practices | p. 138 |
What Are Stores? | p. 139 |
The "Cost" of Stores | p. 140 |
What Stores Are Needed--Kind and Quantity | p. 140 |
Standardization | p. 143 |
The Store | p. 144 |
Contracting the Stores Function | p. 147 |
Key Performance Indicators | p. 148 |
Beta's Wheelwright Plant | p. 150 |
Spare Parts Criticality Ranking Model | p. 155 |
Summary | p. 157 |
References | p. 158 |
7 Installation Practices | p. 159 |
Follow Existing Standards and Procedures | p. 161 |
Verify and Use Appropriate Manufacturer Recommendations | p. 161 |
Installation and Commissioning of Rotating Machinery | p. 162 |
Flange and Joint Installation | p. 164 |
Workshop Support | p. 164 |
Housekeeping | p. 165 |
Use of the Pre-Destruction Authorization | p. 165 |
Summary | p. 166 |
References | p. 167 |
8 Operational Practices | p. 168 |
Improving Operating Practices to Reduce Maintenance Costs | p. 169 |
Consistency of Process Control | p. 172 |
Control Loops | p. 173 |
Process Conformance for Operational Excellence | p. 175 |
Operator Basic Care | p. 179 |
Establishing Operator Care/Ownership | p. 180 |
Shift Handover Process | p. 181 |
Production Planning | p. 182 |
Advanced Process Control Methods | p. 183 |
Summary | p. 184 |
References | p. 187 |
9 Maintenance Practices | p. 189 |
Going from Reactive to Proactive | p. 189 |
Beta's Repair Culture | p. 195 |
Maintenance Practices | p. 196 |
Preventive Maintenance | p. 202 |
Predictive Maintenance | p. 204 |
Beta's Current Predictive Maintenance Practices | p. 208 |
Beta's Predictive Maintenance Deployment Plan | p. 209 |
Proactive Maintenance | p. 210 |
Focused Factories and Maintenance Practices: Centralized vs. Decentralized Maintenance | p. 216 |
The Need for Integrating Preventive, Predictive, and Proactive Practices | p. 219 |
Life Extension Program | p. 222 |
Maintenance Practices and Safety Performance | p. 223 |
Summary | p. 224 |
References | p. 226 |
10 Optimizing the Preventive Maintenance Process | p. 229 |
First Things First | p. 230 |
Creating Equipment Histories from "Scratch" | p. 231 |
The Model | p. 232 |
Some Examples | p. 234 |
Case Histories | p. 235 |
Mechanical Integrity | p. 237 |
Summary | p. 238 |
References | p. 238 |
11 Implementing a Computerized Maintenance Management System | p. 239 |
Case History | p. 242 |
Reference | p. 248 |
12 Effective Use of Contractors in a Manufacturing Plant | p. 249 |
The Reliability Improvement Program | p. 249 |
Consolidating Maintenance Contractors | p. 251 |
What Happened? | p. 257 |
Lessons Learned | p. 261 |
Best Use of Contractors | p. 263 |
Summary | p. 268 |
References | p. 269 |
13 Total Productive and Reliability-Centered Maintenance | p. 270 |
Total Productive Maintenance Principles--TPM | p. 271 |
Reliability-Centered Maintenance Principles--RCM | p. 275 |
Case Study | p. 278 |
Some Additional Benefits | p. 283 |
Summary | p. 284 |
References | p. 286 |
14 Implementation of Reliability Processes | p. 287 |
Whamadyne's Journey to Manufacturing Excellence | p. 292 |
Whamadyne's Reliability Improvement Plan | p. 296 |
Results--World-Class Performance | p. 302 |
References | p. 304 |
15 Leadership and Organizational Behavior and Structure | p. 305 |
Leadership | p. 305 |
Organizational Issues | p. 309 |
Empowerment | p. 309 |
Empowerment as a Disabler | p. 311 |
The Reliability Process--A Better Way | p. 315 |
Reliability Improvement Teams | p. 317 |
Organizational Structure | p. 324 |
Mission Statements | p. 328 |
Communication of Performance Expectations | p. 329 |
Implementing Reliability and Manufacturing Excellence in a Union or Non-Union Plant | p. 330 |
Compensation | p. 331 |
Summary | p. 332 |
References | p. 333 |
16 Training | p. 334 |
The Strategic Training Plan | p. 336 |
Boss as Trainer | p. 337 |
Training Versus Learning | p. 338 |
Training for Pay | p. 339 |
Training in Appropriate Methodologies | p. 340 |
Multi-skilling and Cross-functional Training | p. 341 |
Intellectual Capital | p. 342 |
Closing | p. 344 |
References | p. 345 |
17 Performance Measurement | p. 346 |
Return on Net Assets or Return on Replacement Value | p. 355 |
Plant Age and Reliability | p. 355 |
Measure for Weaknesses | p. 355 |
References | p. 356 |
18 Epilogue | p. 357 |
Beta's 10-Point Plan | p. 358 |
Appendix A World-Class Manufacturing: A Review of Several Key Success Factors | p. 364 |
Appendix B Reliability Manager/Engineer Job Description | p. 375 |
Index | p. 379 |