Removing the Barriers to Efficient Manufacturing : Real-World Applications of Lean Productivity

W. Edwards Deming's central premise was that improvements in product quality would increase productivity, improve competitive position, and help ensure long-term survival. Point 12 of his landmark 14 Points for Management says that management's job is to remove the barriers that keep people from taking pride in their work. That's exactly what this book is about. Shedding new light on Deming's 14 Points, Removing the Barriers to Efficient Manufacturing: Real-World Applications of Lean Productivity outlines time-tested organizational structures and methods to help you reduce variability and deliver high-quality products consistently. It describes the financial losses that can occur as a result of variability and details the specific activities management must engage in to avoid these losses and ensure long-term success. Instead of taking you on a "random walk," the book supplies each manufacturing group in your organization with straightforward directions for creating a smooth-running facility with reduced variability. It includes "work assignments" in each chapter that, if completed in the order presented, will guide you through the creation of the Model Vision for your manufacturing facility. It also: Covers key topics on working with people, including training and retraining Supplies pointers for working with unions Considers Single Minute Exchange of Die (SMED) Describes how to put it all together with action plans The book includes a write up on Deming's famous Red Bead Experiment as well as an introduction to statistical process control techniques in the appendices. Filled with real-world examples and a case study to illustrate essential concepts, the book arms you with the insight and common-sense approaches required to build on Deming's fundamental principles and consistently deliver high-quality products that instill a sense of pride in your workforce Content: Deming Got it RightIntroductionPoint 1: Management Must Have "Constancy of Purpose" to Stay in BusinessPoint 2: Adopt the New PhilosophyPoint 3: Cease Dependence on Mass InspectionPoint 4: Stop Doing Business with the Low BidderPoint 5: Find ProblemsPoint 6: Institute Modern Training MethodsPoint 7: Institute Modern Methods of SupervisionPoint 8: Drive Out FearPoint 9: Break Down Barriers between DepartmentsPoint 10: Eliminate Goals, Posters, and Slogans Directed at Workers to Do MorePoint 11: Eliminate Numerical QuotasPoint 12: Remove the Barriers that Keep People from Taking Pride in Their WorkPoint 13: Institute Vigorous Education and RetrainingPoint 14: Top Management Must "Push" (Measure and Report)Every Day on the Above 13 PointsThe VisionReducing Variability Is the KeyRemoving Barriers in the WorkplaceIntroductionOrder and CleanlinessGetting StartedErgonomics Are EconomicalEmployee Facilities Show You Care (or Not)Making Safety Equal to Everything ElseEstablishing Minimum StandardsOther Safety RequirementsSummaryRemoving the Equipment Reliability Barrier with Effective MaintenanceIntroductionPreventive MaintenancePredictive Maintenance Vibration Analysis Dynamic Balancing Laser Alignment Ultrasonic Leak Detection Infrared Imaging Motor Analysis Oil Analysis PdM SummaryTotal Productive MaintenanceThe Maintenance Process Work Orders Maintenance Planning Work Order Scheduling and Priorities Work Order Completion: Getting the Feedback Maintenance History Spare Parts Management: Keeping Parts VisibleStores Inventory BenchmarksComputerized Maintenance Management SystemThe Human FactorMaintenance Performance BenchmarksPutting It All TogetherRemoving the Process Variability Barrier with Automatic Control SystemsIntroductionGetting StartedA Few Real-Life ExamplesConclusionRemoving the Product Variability Barrier with Statistical Process ControlsIntroductionSampled Data versus Continuous MonitoringThe ToolsPreworkGetting StartedA Word of Caution about SamplingSPC Tool 1: X-Bar and R ChartsSPC Tool 2: HistogramSPC Tool 3: Pareto DiagramSPC Tool 4: Control ChartsSPC Tool 5: Fishbone DiagramsSPC Tool 6: Flow ChartThe X-Bar and Sigma Charting Marches On Advanced SPC Tools for Digging Deeper SPC Tool 7: Process Capability Study SPC Tool 8: Designed Experiments SPC Tool 9: Scatter DiagramSummaryRemoving the Raw Material Quality BarrierIntroductionSMED (Single Minute Exchange of Die)IntroductionThe VisionGetting StartedStep 1: Render the Process SafeStep 2: Clean the ProcessStep 3: Change Machine SettingsStep 4: Changing ComponentsStep 5: Changing Out Raw Materials and SuppliesStep 6: Additional SamplingStep 7: Final Adjustments and CenterliningThe SMED ProcessBack to the VisionSummaryThe Process Control ManualIntroductionProducts ProducedProduct SpecificationsProcess DescriptionProcess DiagramsRaw Materials UsedAuthorized Operating SuppliesDetailed Operating ProceduresSMED ProceduresProcess Reading SheetRequired ToolsGeneral Safety ProceduresLocking and Tagging ProceduresHousekeeping ChecklistStatistical Process Control Product Sampling Product Evaluation Control Charting Definition of "In Statistical Control" Real Purpose of Control Charts Back to the Process Control ManualProduct AttributesSummaryTraining and RetrainingIntroductionAssessing Basic SkillsThe Training BeginsVerification of TrainingRetrainingAnnual RecertificationSummarySelected Topics on Working with PeopleIntroductionTopic 1: Driving out FearTopic 2: Promotions (No Good Deed Goes Unpunished) The Selection Process After the PromotionTopic 3: Pay Systems Pay According to Job Position Single Pay Rate Motivating Employees with Pay (Not)Topic 4: Customer ServiceTopic 6: Uplifting Performance ReviewsTopic 7: Your Employees Do Not Have to Be SuperstarsTopic 8: Nonpunitive Discipline-The Last Resort Coaching Session with Informal Note to File Second Coaching Session with Official Note to File One Day on Paid Leave for Employee to Develop Action Plan When All Else Fails: Termination ConclusionClosing CommentsSome Pointers on Working with Unions Organizing for SuccessIntroductionThe Interdisciplinary Team ConceptThe Multidisciplinary Team ConceptThe Three Manufacturing Functions Function 1: Operations Operations Managers Operations Crew Leaders OperatorsFunction 2: Process Engineering Process Engineering Manager Process Engineers Quality AssuranceFunction 3: Reliability Reliability Manager Reliability Engineers Reliability Crew Leader Reliability TechniciansHow the Three Functions Work TogetherPerformance Reviews by CustomersWe Still Need a TeamPutting It All Together with Action PlansIntroductionAction Plans by Position Plant Manager Operations Manager Operations Crew Leader Process Operator Process Engineering Manager Process Engineer Quality Technicians Reliability Manager Reliability Engineer Reliability Crew Leader Reliability Planner Reliability TechnicianSummaryFinal CommentsA Case StudyAppendix 1: The Red Bead ExperimentIntroductionThe ExperimentClear InstructionsIntimidationPraise and ComparisonBanners and SlogansIncentivesBlamePerformance AppraisalsDiscussion of the ExperimentDr. Deming's Fourteen PointsAdaptations of the ExperimentThe Fourteen Obligations of Top ManagementAppendix 2: Introduction to Statistical Process Control TechniquesIndex