McCarthy / Rich Lean TPM

A Blueprint for Change
1. Auflage 2004
ISBN: 978-0-08-047891-3
Verlag: Elsevier Science & Techn.
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 224 Seiten, Web PDF

Merging the benefits of two well-known methodolgies, Lean Thinking and Total Productive Maintenance, Lean TPM shows how to secure increased manufacturing efficiency.

Based on their experienc of working with organisations that have successfully achieved outstanding performance, McCarthy and Rich provide the tools and techniques that convert strategic vision into practical reality. Lean TPM accelerates the benefits of continuous improvement activities within any manufacturing environment by challenging wasteful working practices, releasing the potential of the workforce, targeting effectiveness and making processes work as planned.

* Unites world-class manufacturing, Lean Thinking and Total Productive Maintenance (TPM)

* Shows how to achieve zero breakdowns

* Optimises processes to deliver performance and new products efficiently

* Delivers benefit from continuous improvement activities quickly

Lean TPM provides a single change agenda for organisations. It will help to develop robust supply chain relationships and to optimise the value generating process. Supported by an integrated route map and comprehensive benchmark data, this book enables engineers, technicians and managers to explore this potent technique fully.

*Unites the concepts of world-class manufacturing, Lean and TPM.

*Shows how to accelerate the benefits gained from continuous improvement activities.

*Includes an integrated route map for Lean TPM, including benchmark data.

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.

Zielgruppe

Academic/professional/technical: Research and professional

Autoren/Hrsg.

Mccarthy, Dennis

Rich, Nick

Inhaltsverzeichnis

1;Cover;1
2;Contents;6
3;Foreword;10
4;Preface;12
5;Acknowledgements;14
6;Abbreviations;18
7;1 The business of survival and growth;20
7.1;1.1 The new competitive conditions;20
7.2;1.2 Silver bullets, initiative fatigue and fashionable management;22
7.3;1.3 Why programmes fail;23
7.4;1.4 The value of a compelling vision;29
7.5;1.5 Leading the improvement process;32
7.6;1.6 Lean TPM;37
7.7;1.7 Summary: The foundation for a better improvement model;40
8;2 Lean TPM;43
8.1;2.1 Achieving the right balance;43
8.2;2.2 The origins of Lean Thinking;44
8.3;2.3 The origins of TPM;50
8.4;2.4 In summary, what does Lean TPM offer?;55
8.5;2.5 Tackling the hidden waste treasure map;56
8.6;2.6 The integrated route map;58
8.7;2.7 Summary;66
9;3 The change mandate: A top- down/ bottom- up partnership;68
9.1;3.1 The Lean change mandate;68
9.2;3.2 Changing the business model;72
9.3;3.3 The senior manager role;75
9.4;3.4 The middle/first line manager role;87
9.5;3.5 Calculating the overall equipment effectiveness;93
9.6;3.6 Shopfloor team;96
9.7;3.7 Summary;101
10;4 Transforming the business model;104
10.1;4.1 Transformation and the business model;104
10.2;4.2 The scope of the change process;104
10.3;4.3 Change team roles;106
10.4;4.4 Setting and raising standards;108
10.5;4.5 Implementing ÎlocalÌ policy;109
10.6;4.6 Operations team;111
10.7;4.7 Specialists;111
10.8;4.8 Facilitation;113
10.9;4.9 Summary;114
11;5 Process stabilisation;116
11.1;5.1 Stabilising processes;116
11.2;5.2 The recipe for low inventory, high flow and stable operations;116
11.3;5.3 Setting work standards;123
11.4;5.4 Leading the implementation of standards;126
11.5;5.5 Establishing operator asset care;128
11.6;5.6 Understanding the voice of the customer;129
11.7;5.7 Visualising the value stream;134
11.8;5.8 The process of stabilisation: The free-flowing materials map;138
11.9;5.9 Locking in the recipe for low inventory, high flow operation delivering zero breakdowns and self- managed teamwork;142
11.10;5.10 Summary;144
12;6 Process optimisation;146
12.1;6.1 Introduction to the challenge;146
12.2;6.2 Changing drivers;147
12.3;6.3 Springing the strategy trap;153
12.4;6.4 Creating flexible organisations;155
12.5;6.5 The optimisation process;156
12.6;6.6 Early Management (EM);170
12.7;6.7 Capability development;175
12.8;6.8 Summary;180
13;7 Sustaining the improvement drive;183
13.1;7.1 Introduction;183
13.2;7.2 Sustainability at the management level;184
13.3;7.3 The operations level of improvement;194
13.4;7.4 Summary;201
14;8 Conclusions;203
14.1;8.1 Reflections;203
15;Index;210