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.

Table of Contents:
Deming Got it Right Introduction Point 1: Management Must Have "Constancy of Purpose" to Stay in Business Point 2: Adopt the New Philosophy Point 3: Cease Dependence on Mass Inspection Point 4: Stop Doing Business with the Low Bidder Point 5: Find Problems Point 6: Institute Modern Training Methods Point 7: Institute Modern Methods of Supervision Point 8: Drive Out Fear Point 9: Break Down Barriers between Departments Point 10: Eliminate Goals, Posters, and Slogans Directed at Workers to Do More Point 11: Eliminate Numerical Quotas Point 12: Remove the Barriers that Keep People from Taking Pride in Their Work Point 13: Institute Vigorous Education and Retraining Point 14: Top Management Must "Push" (Measure and Report) Every Day on the Above 13 Points The Vision Reducing Variability Is the Key Removing Barriers in the Workplace Introduction Order and Cleanliness Getting Started Ergonomics Are Economical Employee Facilities Show You Care (or Not) Making Safety Equal to Everything Else Establishing Minimum Standards Other Safety Requirements Summary Removing the Equipment Reliability Barrier with Effective Maintenance Introduction Preventive Maintenance Predictive Maintenance Vibration Analysis Dynamic Balancing Laser Alignment Ultrasonic Leak Detection Infrared Imaging Motor Analysis Oil Analysis PdM Summary Total Productive Maintenance The Maintenance Process Work Orders Maintenance Planning Work Order Scheduling and Priorities Work Order Completion: Getting the Feedback Maintenance History Spare Parts Management: Keeping Parts Visible Stores Inventory Benchmarks Computerized Maintenance Management System The Human Factor Maintenance Performance Benchmarks Putting It All Together Removing the Process Variability Barrier with Automatic Control Systems Introduction Getting Started A Few Real-Life Examples Conclusion Removing the Product Variability Barrier with Statistical Process Controls Introduction Sampled Data versus Continuous Monitoring The Tools Prework Getting Started A Word of Caution about Sampling SPC Tool 1: X-Bar and R Charts SPC Tool 2: Histogram SPC Tool 3: Pareto Diagram SPC Tool 4: Control Charts SPC Tool 5: Fishbone Diagrams SPC Tool 6: Flow Chart The 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 Diagram Summary Removing the Raw Material Quality Barrier Introduction SMED (Single Minute Exchange of Die) Introduction The Vision Getting Started Step 1: Render the Process Safe Step 2: Clean the Process Step 3: Change Machine Settings Step 4: Changing Components Step 5: Changing Out Raw Materials and Supplies Step 6: Additional Sampling Step 7: Final Adjustments and Centerlining The SMED Process Back to the Vision Summary The Process Control Manual Introduction Products Produced Product Specifications Process Description Process Diagrams Raw Materials Used Authorized Operating Supplies Detailed Operating Procedures SMED Procedures Process Reading Sheet Required Tools General Safety Procedures Locking and Tagging Procedures Housekeeping Checklist Statistical Process Control Product Sampling Product Evaluation Control Charting Definition of "In Statistical Control" Real Purpose of Control Charts Back to the Process Control Manual Product Attributes Summary Training and Retraining Introduction Assessing Basic Skills The Training Begins Verification of Training Retraining Annual Recertification Summary Selected Topics on Working with People Introduction Topic 1: Driving out Fear Topic 2: Promotions (No Good Deed Goes Unpunished) The Selection Process After the Promotion Topic 3: Pay Systems Pay According to Job Position Single Pay Rate Motivating Employees with Pay (Not) Topic 4: Customer Service Topic 6: Uplifting Performance Reviews Topic 7: Your Employees Do Not Have to Be Superstars Topic 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 Conclusion Closing Comments Some Pointers on Working with Unions Organizing for Success Introduction The Interdisciplinary Team Concept The Multidisciplinary Team Concept The Three Manufacturing Functions Function 1: Operations Operations Managers Operations Crew Leaders Operators Function 2: Process Engineering Process Engineering Manager Process Engineers Quality Assurance Function 3: Reliability Reliability Manager Reliability Engineers Reliability Crew Leader Reliability Technicians How the Three Functions Work Together Performance Reviews by Customers We Still Need a Team Putting It All Together with Action Plans Introduction Action 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 Technician Summary Final Comments A Case Study Appendix 1: The Red Bead Experiment Introduction The Experiment Clear Instructions Intimidation Praise and Comparison Banners and Slogans Incentives Blame Performance Appraisals Discussion of the Experiment Dr. Deming's Fourteen Points Adaptations of the Experiment The Fourteen Obligations of Top Management Appendix 2: Introduction to Statistical Process Control Techniques Index