Presenting the best practices of the best manufacturing companies in the world, this book presents proven models for achieving world-class performance. Using a case study of a fictional company called Beta International, Moore illustrates how to increase uptime, lower costs, increase market share, maximize asset utilization, apply benchmarks and best practices, and improve many other aspects that ultimately raise your company's performance to the level of world-class. 'Making Common Sense Common Practice' takes a good, hard look at plant design, procurement, parts management, installation and maintenance, training, and implementing a computerized maintenance management system. In discussing the successes and failures of the world's premier manufacturers, Moore outlines a stable path of growth for almost any manufacturing company. In today's tough competitive markets, 'Making Common Sense Common Practice' greatly enhances your company's chance to succeed - and profit.
- Third edition features updating plus new sections on innovation, change management, and leadership
- Presents proven models for achieving world-class performance based on real-life case histories
- Highly readable, concrete style brings the key points to life through a case study of a fictitious organization, Beta International, which runs throughout the book, based on real case histories
VPs of Operations for Manufacturing companies, Manufacturing Managers, Maintenance Managers and Engineers world wide
Acknowledgments Preface Manufacturing and Business Excellence Chapter 1 The Scene 1. The Players 3. Integrating the Manufacturing and Marketing Strategy 5. Becoming the Low-Cost Producer 8. Application of Increased Capacity 11. Beta’s Beaver Creek Plant—RoNA vs. Uptime 13. A Model for Becoming the Low-Cost Producer 13. Measuring Losses from Ideal 17. Sample Calculation of Batch Plant OEE 23. Discussion of Sample Measurement 28. A Special Case—Beta’s Dwale Plant 29. Hiding Behind Excess Capacity (The Hidden Plant) 30. Differences Between Batch and Continuous Manufacturers 33. Lean Manufacturing, Six Sigma, and Focused Factories 34. Summary 39. References 40. Chapter 2 Benchmarks, Bottlenecks, and Best Practices Benchmarking—Finding Benchmarks and Best Performers 43. Making the Comparison 46. Bottlenecks—A Dynamic View 54. Manufacturing Uptime Improvement Model 58. References 65. Chapter 3 Aligning the Marketing and Manufacturing Strategies Beta’s Pracor Division 68. Market/Product Success Factors 69. Volume and Market Growth Analysis 72. Manufacturing Capability for Supporting Market/Volume Goals 73. Performance by Plant and by Product Line 74. The Plan 77. Revised Pricing Strategy 78. Plant Performance Requirements 79. Other Actions Required 80. The Expected Results 81. Effect of Product Mix on Manufacturing Performance 85. Beta’s Leets Division—Rationalizing Customers and Markets 91. Summary
- References 95. Chapter 4 Plant Design and Capital Project Practices 96 The Design Process 99. Design Objectives 100. Key Questions 101. Operations and Maintenance Input 105. Estimating Life-Cycle Costs 107. Additional Case Histories 108. Payback Analysis—Too Simple and Too Expensive—Payback Is Hell! 110. Summary 114. References 114. <
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- © Butterworth-Heinemann 2004
- 7th May 2004
- Paperback ISBN:
Ron Moore, P.E., is the managing partner of The RM Group, Inc., and an internationally recognized authority on reliability, manufacturing, and maintenance strategies. He has also been president of Computational Systems, Inc., a supplier of instruments and software to manufacturing companies. Moore holds BS and MS degrees in mechanical engineering from the University of New Hampshire and an MBA from the University of New Haven and is conversational in Russian.
Ron Moore, P.E., Managing Partner, The RM Group, Inc. Knoxville, TN
“This book is now in its third edition and so clearly its author is doing something right … There are good reasons why it is doing so well. First, it is written in a good, no-nonsense, trade-style, which will undoubtedly appeal to practicing managers – thus it is written in a ‘how to’ style – for example, there is a section on “Steps to Manufacturing Excellence”. Second as well as being written in an engaging manner for practicing managers it alludes to a sufficient range of academic material to please academics who might also be interested in manufacturing. Third, it is timely because it is written at a time of crisis for many countries in terms of the demise of their manufacturing bases. The book is written in an interesting style, combining in-depth insights where necessary and more succinct, bullet-style approaches, where appropriate. Ron Moore has used life-like (though not real) cases as a core theme that runs through each of the chapters and this device works well. It brings cohesion and integration to the range of topic areas.” — Steve Brown, School of Business and Economics, University of Exeter, UK, April 2006