Selecting the Right Manufacturing Improvement Tools

Selecting the Right Manufacturing Improvement Tools

What Tool? When?

1st Edition - November 27, 2006

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  • Author: Ron Moore
  • Hardcover ISBN: 9780750679169
  • eBook ISBN: 9780080468198

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Selecting the Right Manufacturing Improvement Tools offers an easy-to-read and comprehensive review of the most important current industrial improvement tools that every manufacturing or industrial executive, operational manager or engineer needs to know, including which tool to use for a particular type of manufacturing situation. But his book goes beyond a simple comparison of improvement tools to show how these tools can be implemented and supported. Instead, it offers a broader strategic explanation of how they relate to one another, and their relative strengths and weaknesses in the larger context of the entire enterprise. It demonstrates how to use these tools in an integrated way such that they are not just be viewed as another “program of the month” or management fad. Selecting the Right Manufacturing Improvement Tools guides the use of these individual management tools within the need for aligning the organization, developing leadership, and managing change, all for creating an environment where these tools will be more successfully applied.

Key Features

  • Provides an excellent review of the most popular improvement tools and strategies - Lean Manufacturing, Kaizen, including 5S, Kanban, Quick Changeover, and Standardization, Total Productive Maintenance, Six Sigma, Supply Chain Management, Reliability Centered Maintenance, Predictive Maintenance (or Condition Monitoring), and Root Cause Analysis.
  • Illustrates the use of each tool with case studies, using a fictitious company called "Beta International," which continues its journey to business excellence from author's previous book, Making Common Sense Common Practice
  • Describes the foundational elements necessary for any tool to work - leadership, organizational alignment and discipline, teamwork, performance measurement, change management, and the role of innovation.
  • Concludes with a recommended hierarchy for the use of the various tools, and provides enough information so that individual circumstances and issues can be related to these improvement tools, making better decisions and having greater business success.


Departments of materials engineering, metallurgical engineering, mechanical engineering, and manufacturing engineering

Table of Contents

  • 1. Introduction
    The Scene
    The Response
    The Tools
    Lean Manufacturing
    Cost Cutting – Does It Work?
    Why Do Executives Persist in Cost Cutting?

    2. Aligning the Organization
    Why We Must Align the Organization
    Aligning for Manufacturing Excellence
    Developing and Using an Asset Management Strategy as an Alignment Tool
    CEO Compensation: MIS-Aligning the Organization
    Initiative Overload: a MIS-Alignment Issue

    3. Innovation
    Cost Cutting vs. Creating an Innovative Environment
    Getting Lower Costs through “Little Innovation”
    Creating Expectations
    Outsourcing/Offshoring – The Loss of Innovation
    Two Scenarios
    Human Capital – The Heart of Innovation and Value Creation
    Other Human Asset Valuation Methods

    4. Leadership and Teamwork
    Introduction to Leadership Models
    Leaders v. Managers
    Vision, Reality, Courage and Ethics
    Personal Humility and Professional Resolve
    Building Character through Principles
    Aligning the Organization
    Five Practices of Exemplary Leadership
    The 21 Irrefutable Laws of Leadership
    Inspiring Ordinary People to Extraordinary Performance
    Summary – Common Traits of Leadership
    Teams and Teamwork – A Model for Excellence
    The Dysfunctions of Teams

    5. Managing Change
    Articulate a Compelling Reason for Change
    Apply Leadership and Management Principles
    Communicate the Strategy and Goals
    Facilitate Employee Implementation of the Change Process
    Measure the Results: Reward Good Behaviour; Challenge Bad Behaviour
    Stabilize the Organization in the New Order
    Succession Planning and Management
    Beta’s Omega Division
    Better Succession Management
    Selecting the Right Managers
    Sustaining the Improvement

    6. Business Level FMEA
    The Manufacturing Plant as a Business System
    Business Level Failure Modes and Effects Analysis (FMEA)
    Typical Results
    Selecting the Right Tools
    Beta’s Allen Central Plant
    Beta’s Swampton Plant
    Beta’s Martin Plant
    Beta’s Leets Plant
    Beta’s Van Lear Plant
    Beta’s Blany Plant
    Beta’s Ivel Plant

    7. Lean Manufacturing
    Lean Manufacturing – A Very Brief History
    Lean Characteristics
    The Toyota Way
    Philosophy – Long Term Thinking
    Processes – Eliminate Waste
    People and Partners – Respect, Challenge, and Grow Them
    Problem Solving – Continuous Improvement and Learning
    Keep Things Simple
    Toyota Production System – Summary
    Decoding the DNA of the Toyota Production System
    Beta’s Banner Division
    Banner Division’s Boldman Plant
    Banner Division’s Blue River Plant

    8. Kaizen
    Ideas Are Free
    Major Principles of Kaizen
    Kaizen and Management
    Elimination of Muda (Waste)
    Beta’s Dorton Plant

    9. Total Productive Maintenance (TPM)
    Fundamentals of TPM
    Overall Equipment Effectiveness (OEE)
    OEE/TPM and Safety Performance
    Operator Care
    Operator/Owner Guidelines
    Maintainer/Improver Guidelines
    Quick Changeover
    Beta’s Ivyton Plant
    Beta’s Grethel Plant

    10. Six Sigma
    Definition of Six Sigma
    The Methodology
    An Alternative Application of Six Sigma Principles
    Beta’s Waldo Plant
    Beta’s Staffordville Plant
    Beta’s Teaberry Plant
    Six Sigma and Lean Manufacturing

    11. Supply Chain Management
    Supply Chain Management – One Model
    Supply Chain Management – Another Model
    Differentiating and Managing Customers
    Cost of Service
    Good Suppliers
    Policy Deployment
    Functional Organizations vs. Supply Chain Organizations
    Beta’s Falcon Plant
    Beta’s Tomahawk Division
    Beta’s Topmost DPD Division

    12. Reliability Centered Maintenance (RCM)
    RCM Standard SAE JA1011
    An Example
    Criticality Analysis
    RCM and Developing a Maintenance Strategy
    Potential RCM Pitfalls and Suggestions
    PM Optimization – RCM in Reverse
    Beta’s Lowhansville Plant
    Beta’s Carr Creek Plant
    Beta’s Oil Springs Plant
    RCM and TPM – The Relationship
    RCM and Six Sigma – Common and Uncommon Characteristics

    13. Predictive Maintenance/Condition Monitoring
    Cost Reduction Benefit of Condition Monitoring
    PM and Increased Costs
    Common Mistakes in Condition Monitoring Programs
    Condition Monitoring – Understanding and Managing the Degradation Process
    Predictive Maintenance/Condition Monitoring Technologies
    Vibration Analysis
    The Basics of Vibration Analysis
    Lubrication/Fluid Analysis
    Infrared Thermography
    Motor and Electrical Testing
    Airborne Ultrasound Testing
    Operator Condition Monitoring
    Contracting Predictive Maintenance
    Beta’s Boons Camp Plant
    Beta’s Stanville Plant
    Beta’s Dwale Plant
    Beta’s Watergap Plant

    14. Root Cause Analysis
    Three Common Approaches
    Five Whys
    Cause & Effect Diagram with the Addition of Cards- CEDAC
    Apollo Root Cause Analysis Methodology
    RCA Example
    RCA Rt
    The Development of a Cohesive Approach
    The Importance of Problem Definition and Follow Through
    Cause Trees
    Action Management
    Incidents and Ongoing Concerns

    15. Closing
    Beta’s Strategy
    Nominal Hierarchy for Application of the Strategy and Tools

    A – Planning and Scheduling
    B – Performance Measurement
    C – Other Tools and Strategies

Product details

  • No. of pages: 416
  • Language: English
  • Copyright: © Butterworth-Heinemann 2006
  • Published: November 27, 2006
  • Imprint: Butterworth-Heinemann
  • Hardcover ISBN: 9780750679169
  • eBook ISBN: 9780080468198

About the Author

Ron Moore

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.

Affiliations and Expertise

Ron Moore, P.E., Managing Partner, The RM Group, Inc. Knoxville, TN

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