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E-grāmata: Lean TPM: A Blueprint for Change

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(Professor in Operations Management, Swansea University, UK), (Director, DAK Consulting, UK)
  • Formāts: 252 pages
  • Izdošanas datums: 03-Mar-2015
  • Izdevniecība: Butterworth-Heinemann Ltd
  • Valoda: eng
  • ISBN-13: 9780081001103
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Lean TPM: A Blueprint for ChangePalielināt
  • Formāts: 252 pages
  • Izdošanas datums: 03-Mar-2015
  • Izdevniecība: Butterworth-Heinemann Ltd
  • Valoda: eng
  • ISBN-13: 9780081001103
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Lean TPM is an accessible, step-by-step guide designed to help you increase manufacturing efficiency through continuous improvement. Based on their experience of working with organizations that have successfully achieved outstanding performance, McCarthy and Rich provide the tools and techniques required to convert strategic vision into practical reality. Packed with real-life case studies and examples to highlight common pitfalls and proven approaches, the book focuses on the continuous improvement that can be achieved within any manufacturing environment by challenging wasteful working practices, releasing the potential of the workforce, and making processes work as planned.Lean TPM contains an integrated route map along with comprehensive benchmark data to enable engineers, technicians and managers to fully explore this potent technique.

  • Unites the concepts of world-class manufacturing, lean and TPM into a single change agenda for continuous efficiency improvement
  • Includes real-life case studies, advice on planning and pitfalls, and valuable benchmarking data from leading organizations
  • New chapter on TPM and management of the supply chain, along with information on advanced lean practices and more implementation examples

Papildus informācija

A guide to the main approaches to world-class manufacturing, lean and TPM, illustrated by real-life case studies, advice and data to help you increase manufacturing efficiency through continuous improvement
Preface ix
Acknowledgements xi
List of Abbreviations
xv
1 The Business of Survival and Growth
1(26)
1.1 The New Competitive Conditions
2(3)
1.2 Silver Bullets, Initiative Fatigue and Fashionable Management
5(1)
1.3 Why Programmes Fail?
6(8)
1.4 The Value of a Compelling Vision
14(2)
1.5 Leading the Improvement Process
16(5)
1.6 Lean TPM
21(2)
1.7
Chapter Summary: The Foundation for a Better Improvement Model
23(4)
References
25(2)
2 The Lean TPM Master Plan
27(28)
2.1 Achieving the Right Balance
27(1)
2.2 The Origins of Lean Thinking
28(6)
2.3 The Origins of TPM
34(3)
2.4 Lean TPM
37(12)
2.5 What Does Lean TPM Offer?
49(1)
2.6 Tackling the Hidden Waste Treasure Map
50(2)
2.7
Chapter Summary
52(3)
References
53(2)
3 Policy Deployment: Aligning People, Processes and Products Profitably
55(16)
3.1 Translating Direction into Forward Traction
55(1)
3.2 A Foundation of Total Quality Management
56(6)
3.3 The Policy Deployment Process
62(3)
3.4 The Content of Policy Deployment
65(2)
3.5 The Bowling Chart
67(2)
3.6
Chapter Summary
69(2)
References
70(1)
4 The Change Mandate: A Top-Down/Bottom-Up Partnership
71(34)
4.1 Delivering Lasting Improvement
71(5)
4.2 Sustaining the Change Mandate
76(5)
4.3 What Do We Want from Senior Management?
81(9)
4.4 What Do We Want from Middle-First Line Management
90(4)
4.5 Calculating Door to Door OEE
94(5)
4.6 What Do We Want from Front Line (Self-Managed) Teams
99(3)
4.7
Chapter Summary
102(3)
References
103(2)
5 Transforming the Business Model
105(20)
5.1 Transformation and the Business Model
105(1)
5.2 Lean TPM Implementation
106(5)
5.3 Lean TPM Implementation Roles
111(3)
5.4 Programme Management
114(1)
5.5 Change Team
115(1)
5.6 Operations Team
116(4)
5.7 Specialists
120(1)
5.8 Facilitation
121(1)
5.9
Chapter Summary
122(3)
References
123(2)
6 Process Stabilisation
125(34)
6.1 Stabilising Processes
125(1)
6.2 Assessing the Gap
125(1)
6.3 Understanding the VOC
126(4)
6.4 Visualising the Value Stream
130(4)
6.5 A3 Learning Process
134(3)
6.6 The Route to Stable Operation and Zero Breakdowns
137(5)
6.7 Improving Asset Performance
142(2)
6.8 Leading the Implementation of Standards
144(5)
6.9 Establishing Operator Asset Care
149(1)
6.10 The Process of Stabilisation: The Free-Flowing Materials Map
150(3)
6.11 Locking in the Recipe for Low-Inventory, High-Flow Operation Delivering Zero Breakdowns and Self-Managed Teamwork
153(1)
6.12
Chapter Summary
154(5)
References
157(2)
7 Process Optimisation
159(38)
7.1 Introduction to the Challenge
159(4)
7.2 Changing Mind-Sets
163(8)
7.3 Changing Skill Sets
171(2)
7.4 The Optimisation Process
173(9)
7.5 EM Approach to Capital Projects
182(8)
7.6 Lean TPM Capability Development
190(3)
7.7
Chapter Summary
193(4)
Reference
195(2)
8 Moving beyond the Factory
197(14)
8.1 Introduction
197(1)
8.2 Why Engage the Supply Chain?
198(3)
8.3 Align, Visualise and Improve
201(4)
8.4 Supply Chain Improvement Sustainability
205(1)
8.5 Supply Chain Environmental Sustainability
206(1)
8.6 Splitting and Sharing the Gains
206(1)
8.7 Types of Improvement
207(1)
8.8
Chapter Summary
208(3)
References
209(2)
9 Sustaining the Improvement Drive
211(20)
9.1 Introduction
211(1)
9.2 Sustainability at the Management Level
212(12)
9.3 The Operations Level of Improvement
224(5)
9.4 Supply Chain Sustainability
229(1)
9.5
Chapter Summary
229(2)
References
230(1)
Index 231
As a TPM expert, Dennis has pioneered the integration of TPM with Lean and Six Sigma improvement processes as a lever for cross functional collaboration and high performance teamwork. Described by one senior international manager as a true 'Sensei of Change', he has supported many well-respected and award winning companies including 3M, Ford, General Motors, GE, IKEA, Heineken and Johnson Matthey across Europe, India, USA, China and Japan. Professor Rich is a renowned academic and expert in productivity management and the application of lean enterprise methods. With Professor Dan Jones, he was a founding member of the Lean Enterprise Research Centre in 1994 and he now directs CLEAR the Centre for Lean Enterprise Application and Research. Nick was trained by Toyota in Japan during the 1990s whilst at Cardiff Business School, he has co-authored several government reports, holds a number of honorary Professorships at UK and international Universities, and is highly regarded as an academic who can translate his research into practice. His research concerns the design and improvement of Highly Reliable Organisations and he spends his time split between manufacturing, service, and healthcare sectors.
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