A Blueprint for ChangeBy
- Dennis McCarthy
- Nick Rich
Merging the benefits of two well-known methodolgies, Lean Thinking and Total Productive Maintenance, Lean TPM shows how to secure increased manufacturing efficiency.Based on their experienc of working with organisations that have successfully achieved outstanding performance, McCarthy and Rich provide the tools and techniques that convert strategic vision into practical reality. Lean TPM accelerates the benefits of continuous improvement activities within any manufacturing environment by challenging wasteful working practices, releasing the potential of the workforce, targeting effectiveness and making processes work as planned. * Unites world-class manufacturing, Lean Thinking and Total Productive Maintenance (TPM)* Shows how to achieve zero breakdowns* Optimises processes to deliver performance and new products efficiently* Delivers benefit from continuous improvement activities quicklyLean TPM provides a single change agenda for organisations. It will help to develop robust supply chain relationships and to optimise the value generating process. Supported by an integrated route map and comprehensive benchmark data, this book enables engineers, technicians and managers to explore this potent technique fully.
Senior managers. Quality, Process and Production managers in the process and maufacturing sector. World-class performance specialists. Supply chain managers and specialists. Process improvement engineers. Maintenance engineers.
Hardbound, 224 Pages
Published: July 2004
Imprint: Butterworth Heinemann
Tony Flannigan, Site Manager, ICI Synetix -Very easy to read "strong in developing lean TPM arguments at the micro level and offers directions at the macro supply-chain level." - Gurdev Singh MILT, Logistics and Transport Focus, 2004 Overall, the text is suited to those with a basic understanding of these two practices within a manufacturing setting who also enjoy a full and sustained management support to drive effective change in an organization. - Quality Progress, February 2005
- Chapter One: The business of survival and growthChapter Two: Lean TPMChapter Three: The change mandate: A top-down/bottom-up partnershipChapter Four: Transforming the business modelChapter Five: Process stabilisationChapter Six: Process optimisationChapter Seven: Sustaining the improvement driveChapter Eight: ConclusionsIndex