Fast Track to Waste-Free Manufacturing: Straight Talk from a Plant Manager [Kõva köide]

Publisher's Message		xiii	(4)
Acknowledgments		xvii	(2)
Preface		xix
Introduction: The Revolution Has Just Begun		1	(6)
Chapter 1: Confronting the Deep Dark Dungeon		7	(16)
World Class Culture Shock		8	(2)
Changing the Lifestyle of a Factory		10	(4)
Where Are Our Manufacturing Leaders?		11	(3)
The Old-Fashioned Production Meeting		14	(9)
What's Wrong with This Picture?		19	(4)
Chapter 2: The Plant Manager's Manifesto		23	(16)
The Need to Energize for Change		23	(3)
The Critical Need for Renewed Focus by Today's Plant Managers		26	(3)
The Challenging Journey from Mass to Waste-Free Manufacturing		29	(4)
Overcoming the Conventional Cost of Doing Business		32	(1)
How Strong Is Your Sense of Urgency?		33	(2)
The Fundamentals of Manufacturing Leadership		35	(4)
Chapter 3: The New Competition and the Old Barriers		39	(22)
Month One, Day One-A New Assignment		40	(4)
Old Barriers to Deploying Waste-Free Manufacturing		44	(3)
The Legend of the Loaves		47	(6)
Finding the Damaging Mental Barriers		51	(2)
Month One, Day Eight-Getting a Clearer Picture		53	(2)
Steps to Overcoming Old Barriers		55	(6)
Who the Heck Is Management?		57	(4)
Chapter 4: Waste-Free Manufacturing-Changing the Rules		61	(28)
Four Key Drivers for Waste-Free Manufacturing		63	(3)
Driver One: Workplace Organization		63	(1)
Driver Two: Uninterrupted Flow		63	(1)
Driver Three: Error-Free Processing		64	(1)
Driver Four: Insignificant Changeover		65	(1)
Some Very Important Differences between WFM and TPS		66	(1)
Tool Boxes to Support the Four Key Drivers		67	(5)
Steps and Levels For 6C		68	(2)
Pull Zones Rather Than Supermarkets		70	(2)
Month Seven-Not So World Class		72	(2)
Where to Begin-Understanding the Hidden Wastes		74	(5)
The Connection between Hidden Wastes and World Class Manufacturing		76	(3)
The Need for Never-Ending Improvement		79	(2)
Becoming Knowledgeable in the Lean Tools and Techniques		80	(1)
The Ultimate Challenge Facing U.S. Manufacturers		81	(3)
Month Nine-The Awakening		84	(5)
Chapter 5: Examining the WFM Drivers		89	(44)
Month Twelve-Learning the Truth		89	(6)
Seeing a Better Way to a Apply TPS		93	(2)
Driver One: Workplace Organization (WPO)		95	(12)
How to Begin Implementing WPO		96	(2)
Establishing a Disposition Zone		98	(1)
Implementing 6C		99	(2)
Achieving WPO Through Staircasing 6C		101	(3)
An Imaginary Tour of a Fully Deployed WFM		104	(2)
Carrying the Momentum of WPO into the Office Arena		106	(1)
WPO as the Foundation for Continuous Improvement		106	(1)
Linking the Four WFM Drivers		107	(5)
Shock Treatment Is Not Lasting Treatment		108	(3)
There Is No Such Thing as a Perfect Factory		111	(1)
Driver Two: Uninterrupted Flow		112	(12)
The First U-Flow Effort-Pick the Low-Hanging Fruit		114	(2)
How to Implement U-Flow		116	(2)
Aggressive Pursuit of Point-of-Use Manufacturing Applications		118	(4)
How Management Should Deal with Team Recommendations		122	(2)
Driver Three: Error-Free Processing		124	(2)
Driver Four: Insignificant Changeover		126	(2)
When Is Setup and Changeover Deemed Insignificant?		126	(2)
Getting Started with Insignificant Changeover		128	(1)
A Second Look at Pull Zones		128	(5)
Chapter 6: Beginning the WFM Journey		133	(28)
The WFM Journey Is a Never-Ending Process		134	(9)
The Will to Change and the Pain Threshold		135	(3)
Old Habits Don't Die Easily		138	(1)
Takt Time-Producing to the Beat		139	(4)
Ten-Step Road Map for the Rapid Deployment of WFM		143	(9)
Step One: Educating the Management Staff		145	(1)
Step Two: Implementing Workplace Organization		145	(2)
Step Three: Establishing the Promotion Office		147	(1)
Step Four: Deciding on Your Core Processes		148	(1)
Step Five: Making Decisions Based on WFM Principles		149	(1)
Step Six: Moving Equipment to Point-of-Use		150	(1)
Step Seven: Transferring Inventory to Point-of-Use		150	(1)
Step Eight: Limiting Parts Production		150	(1)
Step Nine: Instituting Product Cell Management		151	(1)
Step Ten: Linking the Four WFM Drivers		152	(1)
Your Greatest Warriors Against Waste-Industrial Engineers		152	(1)
Simulating the Road Map to Deploy WFM		152	(3)
Month Fourteen-The Power of Why		155	(6)
The Why Technique		157	(4)
Chapter 7: Changing the Culture		161	(32)
The Production Worker Is the Center of Value-Added		162	(4)
The Rules of the Game Have Changed for the Professional Ranks		163	(1)
Obsolete Best Business Practices of the Past		164	(2)
Making the Union a Partner in Change		166	(7)
Building an Interface with the Union-Some Words of Advice		170	(3)
Month Fifteen-Storm Cloud Brewing		173	(4)
Work with Rather Than Deal with the Union		176	(1)
Institutionalizing Owner-Operators		177	(2)
Championing a Cause for the People		178	(1)
Month Eighteen-A Heated Issue		179	(3)
Using the Compressed Production System to Rapidly Deploy WFM		182	(4)
The Foundation of the Compressed Production System		184	(2)
Month Nineteen-Revitalizing the Morning Meeting		186	(3)
The One-Level Organization		189	(4)
Chapter 8: Measuring Progress-What to Measure and How		193	(26)
Ten Key Areas of Measurement		195	(8)
Measurement One: Completeness of Production Processes		197	(2)
Measurement Two: Yield That Is Defect and Error Free		199	(1)
Measurement Three: Time Spent on Setup and Changeover		200	(1)
Measurement Four: Skillfulness in the Work Force		200	(1)
Measurement Five: Mistake-Proof Processes		200	(1)
Measurement Six: Mixed-Model Capability		201	(1)
Measurement Seven: Waste Elimination Activities		201	(1)
Measurement Eight: Elimination of Capital Expenditures		202	(1)
Measurement Nine: Part Travel Distance		202	(1)
Measurement Ten: Speed to Market for Product Enhancements		203	(1)
Other Important Measurements		203	(6)
Performance to Takt Time		203	(1)
Inventory Expressed in Pieces Rather Than Dollars		204	(1)
Suppliers Certified for Delivery to Point-of-Use		205	(1)
Number of Value-Added Suggestions and Percent Implemented		206	(1)
Non-Value-Added-Essential Versus Nonessential		206	(1)
Number of Repeat Visits to Equipment or Processing		207	(1)
Extent of Management Team Located on the Shop Floor		207	(1)
Value-Added versus Non-Value-Added Floor Space Utilization		208	(1)
Total Square Footage of Manufacturing Space per Product Family		208	(1)
Knowing What and When to Measure		209	(2)
Employee Reactions to Implementing New Measures		209	(2)
Month Twenty-Making Both Steady Progress and Strong Enemies		211	(8)
Give No Quarter and Take No Prisoners but Defuse Negative Perceptions		214	(5)
Chapter 9: Organizational and Operational Issues to Support WFM		219	(16)
Launching the Compressed Production System		219	(2)
The Traditional Production Control Department		220	(1)
Eliminating the Traditional Quality Control Department		220	(1)
Analyzing Other Support Functions Under WFM		220	(1)
Month Twenty-One-Selecting a Champion for the Process		221	(5)
Establishing New Functions in the Compressed Production System		226	(1)
Applying WFM in the Office Environment		227	(2)
How to Use Displaced Production Employees		229	(6)
Chapter 10: Staying the Course on Your Never-Ending Journey		235	(30)
A Race with No Finish Line		236	(1)
Month Twenty-Two-Gaining National Recognition		237	(2)
The Continuous Improvement Pyramid		239	(5)
Layer One-Establish and Fully Maintain WPO		241	(1)
Layer Two-Study and Analyze the Current Process		241	(1)
Layer Three-Plan and Lay out the New Process		242	(1)
Layer Four: Prove the New Process		243	(1)
Layer Five-Apply Visual Controls		243	(1)
Understanding the Rocks and Boulders to Deployment		244	(8)
Other Potential Boulders		246	(2)
Fifteen-Point Checklist to Determine If You Are Globally Competitive		248	(4)
You Need the Will to Just Do It!		252	(3)
The Formula for Leading Effective Change		255	(3)
Six Common Paradigms in the Professional Ranks That Can Block Change		258	(2)
Month Thirty-Four-New and Grand Opportunities		260	(1)
WFM in the Automotive Industry		261	(1)
A Closing Comment on Your WFM Journey		262	(3)
Bibliography		265	(2)
About the Author		267	(2)
Index		269

John W. Davis describes himself as a selfmade man After high school and four years in the United States Air Force, a family situation made it impossible for him to attend college on a full-time basis. He therefore began his career on the shop floor with Virco Manufacturing (school and office furniture) while attending tech school at night, and over a period of years worked his way up to the position of time study analyst in the industrial engineering department. After eight years at Virco, Davis accepted a position as industrial engineer for a sporting goods firm (Shakespeare Manufacturing) where he says he received a practical education in both manufacturing and industrial engineering. It was at Shakespeare that he successfully assumed responsibility for a major product transfer of the firms trolling motor operation from Kalamazoo, Michigan to Fayetteville, Arkansas and, in addition, was responsible for engineering a 100 percent gain in warehouse space, without brick and mortar, working with Towmotor Inc. in a LIFO warehousing approach. In 1974 Davis joined Carrier Corporation, a subsidiary of United Technologies, and over the years took on increasingly responsible positions, including the successful management of a number of industrial engineering departments within both the residential and commercial sectors of the business. In 1987 he assumed the position of manufacturing strategic planner which eventually led to being appointed plant manager of an operation in Indianapolis, Indiana. After making a most impressive turnaround in the manufacturing sector of this operation, Mr. Davis worked as a corporate consultant and team leader from 1993 to 1995 for a special corporate group that was assigned the task of traveling the world and teaching the principles, concepts, and techniques of world class manufacturing. It was during this period that Mr. Davis successfully developed his philosophy on waste-free manufacturing which he aggressively applied from 1995 until his retirement in 1998, while holding the position of Director of Operations over two manufacturing facilities within the Automotive Group of United Technologies. Mr. Davis has a degree in mechanical drafting, is a certified applicator in MTM, Work Factor and Univel, and a certified instructor in UTC flexible manufacturing. He was past president of the central Arkansas chapter of NMA (National Management Association), was a board member of Columbus Mississippi, Lowndes County Economic Development Association (CLEDA), and a member of Columbus, Mississippi, Lowndes County Association of Manufacturers (CLAM). Today John resides with his wife, Kathy, in Fairfield Bay, Arkansas and is involved in manufacturing consulting activities.