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
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.
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
Front Cover 1
Lean TPM 4
Copyright 5
Contents 6
Preface 10
Acknowledgements 12
List of Abbreviations 16
Chapter | One - The Business of Survival and Growth 18
1.1 THE NEW COMPETITIVE CONDITIONS 19
1.2 SILVER BULLETS, INITIATIVE FATIGUE AND FASHIONABLE MANAGEMENT 22
1.3 WHY PROGRAMMES FAIL? 23
1.4 THE VALUE OF A COMPELLING VISION 31
1.5 LEADING THE IMPROVEMENT PROCESS 33
1.6 LEAN TPM 38
A BETTER IMPROVEMENT MODEL 40
REFERENCES 42
Chapter | Two - The Lean TPM Master Plan 44
2.1 ACHIEVING THE RIGHT BALANCE 44
2.2 THE ORIGINS OF LEAN THINKING 45
2.3 THE ORIGINS OF TPM 51
2.4 LEAN TPM 54
(INTEGRATING THE INTERNAL VALUE STREAM) 61
(MAKE PRODUCT FLOW) 61
MILESTONE 3: BUILD CAPABILITY (EXTEND FLOW SYSTEMS) 63
MILESTONE 4: STRIVE FOR ZERO (PERFECTION) 64
2.5 WHAT DOES LEAN TPM OFFER? 66
2.6 TACKLING THE HIDDEN WASTE TREASURE MAP 67
2.7 CHAPTER SUMMARY 69
REFERENCES 70
Chapter | Three - Policy Deployment: Aligning People, Processes and Products Profitably 72
3.1 TRANSLATING DIRECTION INTO FORWARD TRACTION 72
3.2 A FOUNDATION OF TOTAL QUALITY MANAGEMENT 73
3.3 THE POLICY DEPLOYMENT PROCESS 79
3.4 THE CONTENT OF POLICY DEPLOYMENT 82
3.5 THE BOWLING CHART 84
3.6 CHAPTER SUMMARY 86
REFERENCES 87
Chapter | Four - The Change Mandate: A Top-Down/Bottom-Up Partnership 88
4.1 DELIVERING LASTING IMPROVEMENT 88
4.2 SUSTAINING THE CHANGE MANDATE 93
4.3 WHAT DO WE WANT FROM SENIOR MANAGEMENT? 98
4.4 WHAT DO WE WANT FROM MIDDLE–FIRST LINE MANAGEMENT 107
4.5 CALCULATING DOOR TO DOOR OEE 111
(SELF-MANAGED) TEAMS 116
4.7 CHAPTER SUMMARY 119
REFERENCES 120
Chapter | Five - Transforming the Business Model 122
5.1 TRANSFORMATION AND THE BUSINESS MODEL 122
5.2 LEAN TPM IMPLEMENTATION 123
5.3 LEAN TPM IMPLEMENTATION ROLES 128
5.4 PROGRAMME MANAGEMENT 131
5.5 CHANGE TEAM 132
5.6 OPERATIONS TEAM 133
5.7 SPECIALISTS 137
5.8 FACILITATION 138
5.9 CHAPTER SUMMARY 139
REFERENCES 140
Chapter | Six - Process Stabilisation 142
6.1 STABILISING PROCESSES 142
6.2 ASSESSING THE GAP 142
6.3 UNDERSTANDING THE VOC 143
6.4 VISUALISING THE VALUE STREAM 147
6.5 A3 LEARNING PROCESS 151
ZERO BREAKDOWNS 154
6.7 IMPROVING ASSET PERFORMANCE 159
6.8 LEADING THE IMPLEMENTATION OF STANDARDS 161
6.9 ESTABLISHING OPERATOR ASSET CARE 166
6.10 THE PROCESS OF STABILISATION: THE FREE-FLOWING MATERIALS MAP 167
6.11 LOCKING IN THE RECIPE FOR LOW-INVENTORY, HIGH-FLOW OPERATION DELIVERING ZERO BREAKDOWNS AND SELF-MANAGED TEAMWORK 170
6.12 CHAPTER SUMMARY 171
REFERENCES 174
Chapter | Seven - Process Optimisation 176
7.1 INTRODUCTION TO THE CHALLENGE 176
7.2 CHANGING MIND-SETS 180
7.3 CHANGING SKILL SETS 188
7.4 THE OPTIMISATION PROCESS 190
7.5 EM APPROACH TO CAPITAL PROJECTS 199
7.6 LEAN TPM CAPABILITY DEVELOPMENT 207
7.7 CHAPTER SUMMARY 210
REFERENCE 212
Chapter | Eight - Moving beyond the Factory 214
8.1 INTRODUCTION 214
8.2 WHY ENGAGE THE SUPPLY CHAIN? 215
8.3 ALIGN, VISUALISE AND IMPROVE 218
8.4 SUPPLY CHAIN IMPROVEMENT SUSTAINABILITY 222
8.5 SUPPLY CHAIN ENVIRONMENTAL SUSTAINABILITY 223
8.6 SPLITTING AND SHARING THE GAINS 223
8.7 TYPES OF IMPROVEMENT 224
8.8 CHAPTER SUMMARY 225
REFERENCES 226
Chapter | Nine - Sustaining the Improvement Drive 228
9.1 INTRODUCTION 228
9.2 SUSTAINABILITY AT THE MANAGEMENT LEVEL 229
9.3 THE OPERATIONS LEVEL OF IMPROVEMENT 241
9.4 SUPPLY CHAIN SUSTAINABILITY 246
9.5 CHAPTER SUMMARY 246
REFERENCES 247
Index 248
The Lean TPM Master Plan
Abstract
Lean provides a flow logic to production where inventory does not stand still in the cash flow cycle and TPM provides the means through which the production process operates without a loss of any form (defects or lost time). This chapter traces the origins of lean and the origins of TPM before combining these two approaches into a single management system. The chapter explores the main logic and features of both systems including the key TPM milestones. It identifies the benefits of the combined approach.
Keywords
Benefits; History of improvement; Lean; Management role; Milestones; Oobeya; Systems change; TPM
2.1. Achieving the Right Balance
2.2. The Origins of Lean Thinking
Erscheint lt. Verlag | 3.3.2015 |
---|---|
Sprache | englisch |
Themenwelt | Technik ► Bauwesen |
Technik ► Maschinenbau | |
Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
ISBN-10 | 0-08-100110-X / 008100110X |
ISBN-13 | 978-0-08-100110-3 / 9780081001103 |
Haben Sie eine Frage zum Produkt? |
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