Removing the barriers to efficient manufacturing: real-world applications of lean productivity

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