Selecting the Right Manufacturing Improvement Tools : What Tool? When?

413 p.

Description based upon print version of record

Front Cover; Selecting the Right Manufacturing Improvement Tools: What Tool? When?; Copyright Page; Contents; Dedication; Acknowledgments; Preface; Chapter 1: Introduction; The Scene; The Response; The Tools; Lean Manufacturing; Cost Cutting-Does it Work?; Why Do Executives Persist in Cost Cutting?; Kaizen; Total Productive Maintenance; Six Sigma; Supply Chain Management; Reliability-Centered Maintenance; Predictive Maintenance; Root Cause Analysis; Other Tools; Summary; References; Chapter 2: Aligning the Organization; Why We Must Align the Organization; Aligning for Manufacturing Excellence

Developing and Using an Asset Management Strategy as an Alignment ToolCEO Compensation: Mis-Aligning the Organization; Internal Equtability; CEO Compensation and Internal Equity; External Competitiveness; CEO Compensation and External Competitiveness; Initiative Overload: A Mis-Alignment Issue; Summary; References; Chapter 3: Innovation; Introduction; 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 MethodsSummary; References; Chapter 4: Leadership and Teams; Introduction; Leaders vs. Managers; Vision, Reality, Courage, and Ethics; Personal Humility and Professional Resolve; Building Character Through Principles; Leadership: 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; Self-Managed Teams: Caution; Organizational Context; Expert Team Coaching; Team Leader Execution Skills

Corporate Level ObservationsThe Dysfunctions of Teams; Summary; References; Chapter 5: Managing Change; Introduction; 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 Behavior, Challenge Bad Behavior; Stabilize the Organization in the New Order; Succession Planning and Management; Beta's Omega Division; Better Succession Management; Selecting the Right Managers; Sustaining Improvement; Summary; References

Chapter 6: Business Level Failure Models and Effects Analysis: Selecting the Right Improvement Projects and ToolsThe 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; Summary; Reference; Chapter 7: Lean Manufacturing; Lean Manufacturing: A Very Brief History; Lean Characteristics; The Toyota Way; Philosophy: Long-Term Thinking

Processes: Eliminate Waste

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