Lean TPM : a blueprint for change /

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Lean TPM is an accessible, step-by-step guide designed to help you increase manufacturing efficiency through continuous improvement. Based on their experience of working with organizations that have successfully achieved outstanding performance, McCarthy and Rich provide the tools and techniques req...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autores principales: McCarthy, Dennis (Autor), Rich, Nick (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Oxford : Elsevier Butterworth-Heinemann, [2015]
Edición:Second edition.
Temas:
Total productive maintenance.
Plant maintenance > Quality control.
Maintenance productive totale.
Usines > Entretien > Qualit�e > Contr�ole.
BUSINESS & ECONOMICS > Industrial Management.
BUSINESS & ECONOMICS > Management.
BUSINESS & ECONOMICS > Management Science.
BUSINESS & ECONOMICS > Organizational Behavior.
Plant maintenance > Quality control
Total productive maintenance
Lean Production
Instandhaltungsplanung
Instandhaltung
Management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Front Cover; Lean TPM; Copyright; Contents; Preface; Acknowledgements; List of Abbreviations; Chapter One
  • The Business of Survival and Growth; 1.1 THE NEW COMPETITIVE CONDITIONS; 1.2 SILVER BULLETS, INITIATIVE FATIGUE AND FASHIONABLE MANAGEMENT; 1.3 WHY PROGRAMMES FAIL?; 1.4 THE VALUE OF A COMPELLING VISION; 1.5 LEADING THE IMPROVEMENT PROCESS; 1.6 LEAN TPM; A BETTER IMPROVEMENT MODEL; REFERENCES; Chapter Two
  • The Lean TPM Master Plan; 2.1 ACHIEVING THE RIGHT BALANCE; 2.2 THE ORIGINS OF LEAN THINKING; 2.3 THE ORIGINS OF TPM; 2.4 LEAN TPM; (INTEGRATING THE INTERNAL VALUE STREAM).
  • (MAKE PRODUCT FLOW)MILESTONE 3: BUILD CAPABILITY (EXTEND FLOW SYSTEMS); MILESTONE 4: STRIVE FOR ZERO (PERFECTION); 2.5 WHAT DOES LEAN TPM OFFER?; 2.6 TACKLING THE HIDDEN WASTE TREASURE MAP; 2.7 CHAPTER SUMMARY; REFERENCES; Chapter Three
  • Policy Deployment: Aligning People, Processes and Products Profitably; 3.1 TRANSLATING DIRECTION INTO FORWARD TRACTION; 3.2 A FOUNDATION OF TOTAL QUALITY MANAGEMENT; 3.3 THE POLICY DEPLOYMENT PROCESS; 3.4 THE CONTENT OF POLICY DEPLOYMENT; 3.5 THE BOWLING CHART; 3.6 CHAPTER SUMMARY; REFERENCES.
  • Chapter Four
  • The Change Mandate: A Top-Down/Bottom-Up Partnership4.1 DELIVERING LASTING IMPROVEMENT; 4.2 SUSTAINING THE CHANGE MANDATE; 4.3 WHAT DO WE WANT FROM SENIOR MANAGEMENT?; 4.4 WHAT DO WE WANT FROM MIDDLE-FIRST LINE MANAGEMENT; 4.5 CALCULATING DOOR TO DOOR OEE; (SELF-MANAGED) TEAMS; 4.7 CHAPTER SUMMARY; REFERENCES; Chapter Five
  • Transforming the Business Model; 5.1 TRANSFORMATION AND THE BUSINESS MODEL; 5.2 LEAN TPM IMPLEMENTATION; 5.3 LEAN TPM IMPLEMENTATION ROLES; 5.4 PROGRAMME MANAGEMENT; 5.5 CHANGE TEAM; 5.6 OPERATIONS TEAM; 5.7 SPECIALISTS; 5.8 FACILITATION.
  • 5.9 CHAPTER SUMMARYREFERENCES; Chapter Six
  • Process Stabilisation; 6.1 STABILISING PROCESSES; 6.2 ASSESSING THE GAP; 6.3 UNDERSTANDING THE VOC; 6.4 VISUALISING THE VALUE STREAM; 6.5 A3 LEARNING PROCESS; ZERO BREAKDOWNS; 6.7 IMPROVING ASSET PERFORMANCE; 6.8 LEADING THE IMPLEMENTATION OF STANDARDS; 6.9 ESTABLISHING OPERATOR ASSET CARE; 6.10 THE PROCESS OF STABILISATION: THE FREE-FLOWING MATERIALS MAP; 6.11 LOCKING IN THE RECIPE FOR LOW-INVENTORY, HIGH-FLOW OPERATION DELIVERING ZERO BREAKDOWNS AND SELF-MANAGED TEAMWORK; 6.12 CHAPTER SUMMARY; REFERENCES; Chapter Seven
  • Process Optimisation.
  • 7.1 INTRODUCTION TO THE CHALLENGE7.2 CHANGING MIND-SETS; 7.3 CHANGING SKILL SETS; 7.4 THE OPTIMISATION PROCESS; 7.5 EM APPROACH TO CAPITAL PROJECTS; 7.6 LEAN TPM CAPABILITY DEVELOPMENT; 7.7 CHAPTER SUMMARY; REFERENCE; Chapter Eight
  • Moving beyond the Factory; 8.1 INTRODUCTION; 8.2 WHY ENGAGE THE SUPPLY CHAIN?; 8.3 ALIGN, VISUALISE AND IMPROVE; 8.4 SUPPLY CHAIN IMPROVEMENT SUSTAINABILITY; 8.5 SUPPLY CHAIN ENVIRONMENTAL SUSTAINABILITY; 8.6 SPLITTING AND SHARING THE GAINS; 8.7 TYPES OF IMPROVEMENT; 8.8 CHAPTER SUMMARY; REFERENCES; Chapter Nine
  • Sustaining the Improvement Drive.

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