Fast Track to Waste-Free Manufacturing

by Davis, John W.

• ISBN13: 9781563272127
• ISBN10: 1563272121
• Format: Hardcover
• Copyright: 1999-03-19
• Publisher: Productivity Pr

Summary

In Fast Track to Waste-Free Manufacturing: Straight Talk from a Plant Manager, John Davis details a new and proven system called Waste-Free Manufacturing (WFM) that rapidly deploys the lean process. This book will give you step-by-step directions for making rapid, lasting changes. Davis has created and linked four new drivers (workplace organization, uninterrupted flow, error-free process, and insignificant changeover) of WFM and details what order to do them in and when to move on to the next driver. He covers nearly every aspect of the lean revolution and provides the essential tools and techniques you will need to implement WFM. He also addresses the critical management issues that will arise in any plant that is striving to be world class. Drawing from more than 30 years of manufacturing experience, John Davis gives you tools and techniques for eliminating waste. WFM is not a theory. It is a proven process, and one the author has successfully implemented. Davis fully details the journey of a factory that moved from mass to waste-free manufacturing in a matter of 24 months. Wall Street analysts recognized this factory as an effective manufacturing model. You will learn how to rapidly deploy WFM and change the system of production. Filled with checklists, an ongoing case study, and, most importantly, strategies that will work, Fast Track to Waste-Free Manufacturing: Straight Talk from a Plant Manager will provide you with the principles and methodology for WFM.

Table of Contents

Publisher's Message	xiii	(4)
Acknowledgments	xvii	(2)
Preface	xix
Introduction: The Revolution Has Just Begun	1	(6)
Chapter 1: Confronting the Deep Dark Dungeon	7	(16)
World Class Culture Shock	8	(2)
Changing the Lifestyle of a Factory	10	(4)
Where Are Our Manufacturing Leaders?	11	(3)
The Old-Fashioned Production Meeting	14	(9)
What's Wrong with This Picture?	19	(4)
Chapter 2: The Plant Manager's Manifesto	23	(16)
The Need to Energize for Change	23	(3)
The Critical Need for Renewed Focus by Today's Plant Managers	26	(3)
The Challenging Journey from Mass to Waste-Free Manufacturing	29	(4)
Overcoming the Conventional Cost of Doing Business	32	(1)
How Strong Is Your Sense of Urgency?	33	(2)
The Fundamentals of Manufacturing Leadership	35	(4)
Chapter 3: The New Competition and the Old Barriers	39	(22)
Month One, Day One-A New Assignment	40	(4)
Old Barriers to Deploying Waste-Free Manufacturing	44	(3)
The Legend of the Loaves	47	(6)
Finding the Damaging Mental Barriers	51	(2)
Month One, Day Eight-Getting a Clearer Picture	53	(2)
Steps to Overcoming Old Barriers	55	(6)
Who the Heck Is Management?	57	(4)
Chapter 4: Waste-Free Manufacturing-Changing the Rules	61	(28)
Four Key Drivers for Waste-Free Manufacturing	63	(3)
Driver One: Workplace Organization	63	(1)
Driver Two: Uninterrupted Flow	63	(1)
Driver Three: Error-Free Processing	64	(1)
Driver Four: Insignificant Changeover	65	(1)
Some Very Important Differences between WFM and TPS	66	(1)
Tool Boxes to Support the Four Key Drivers	67	(5)
Steps and Levels For 6C	68	(2)
Pull Zones Rather Than Supermarkets	70	(2)
Month Seven-Not So World Class	72	(2)
Where to Begin-Understanding the Hidden Wastes	74	(5)
The Connection between Hidden Wastes and World Class Manufacturing	76	(3)
The Need for Never-Ending Improvement	79	(2)
Becoming Knowledgeable in the Lean Tools and Techniques	80	(1)
The Ultimate Challenge Facing U.S. Manufacturers	81	(3)
Month Nine-The Awakening	84	(5)
Chapter 5: Examining the WFM Drivers	89	(44)
Month Twelve-Learning the Truth	89	(6)
Seeing a Better Way to a Apply TPS	93	(2)
Driver One: Workplace Organization (WPO)	95	(12)
How to Begin Implementing WPO	96	(2)
Establishing a Disposition Zone	98	(1)
Implementing 6C	99	(2)
Achieving WPO Through Staircasing 6C	101	(3)
An Imaginary Tour of a Fully Deployed WFM	104	(2)
Carrying the Momentum of WPO into the Office Arena	106	(1)
WPO as the Foundation for Continuous Improvement	106	(1)
Linking the Four WFM Drivers	107	(5)
Shock Treatment Is Not Lasting Treatment	108	(3)
There Is No Such Thing as a Perfect Factory	111	(1)
Driver Two: Uninterrupted Flow	112	(12)
The First U-Flow Effort-Pick the Low-Hanging Fruit	114	(2)
How to Implement U-Flow	116	(2)
Aggressive Pursuit of Point-of-Use Manufacturing Applications	118	(4)
How Management Should Deal with Team Recommendations	122	(2)
Driver Three: Error-Free Processing	124	(2)
Driver Four: Insignificant Changeover	126	(2)
When Is Setup and Changeover Deemed Insignificant?	126	(2)
Getting Started with Insignificant Changeover	128	(1)
A Second Look at Pull Zones	128	(5)
Chapter 6: Beginning the WFM Journey	133	(28)
The WFM Journey Is a Never-Ending Process	134	(9)
The Will to Change and the Pain Threshold	135	(3)
Old Habits Don't Die Easily	138	(1)
Takt Time-Producing to the Beat	139	(4)
Ten-Step Road Map for the Rapid Deployment of WFM	143	(9)
Step One: Educating the Management Staff	145	(1)
Step Two: Implementing Workplace Organization	145	(2)
Step Three: Establishing the Promotion Office	147	(1)
Step Four: Deciding on Your Core Processes	148	(1)
Step Five: Making Decisions Based on WFM Principles	149	(1)
Step Six: Moving Equipment to Point-of-Use	150	(1)
Step Seven: Transferring Inventory to Point-of-Use	150	(1)
Step Eight: Limiting Parts Production	150	(1)
Step Nine: Instituting Product Cell Management	151	(1)
Step Ten: Linking the Four WFM Drivers	152	(1)
Your Greatest Warriors Against Waste-Industrial Engineers	152	(1)
Simulating the Road Map to Deploy WFM	152	(3)
Month Fourteen-The Power of Why	155	(6)
The Why Technique	157	(4)
Chapter 7: Changing the Culture	161	(32)
The Production Worker Is the Center of Value-Added	162	(4)
The Rules of the Game Have Changed for the Professional Ranks	163	(1)
Obsolete Best Business Practices of the Past	164	(2)
Making the Union a Partner in Change	166	(7)
Building an Interface with the Union-Some Words of Advice	170	(3)
Month Fifteen-Storm Cloud Brewing	173	(4)
Work with Rather Than Deal with the Union	176	(1)
Institutionalizing Owner-Operators	177	(2)
Championing a Cause for the People	178	(1)
Month Eighteen-A Heated Issue	179	(3)
Using the Compressed Production System to Rapidly Deploy WFM	182	(4)
The Foundation of the Compressed Production System	184	(2)
Month Nineteen-Revitalizing the Morning Meeting	186	(3)
The One-Level Organization	189	(4)
Chapter 8: Measuring Progress-What to Measure and How	193	(26)
Ten Key Areas of Measurement	195	(8)
Measurement One: Completeness of Production Processes	197	(2)
Measurement Two: Yield That Is Defect and Error Free	199	(1)
Measurement Three: Time Spent on Setup and Changeover	200	(1)
Measurement Four: Skillfulness in the Work Force	200	(1)
Measurement Five: Mistake-Proof Processes	200	(1)
Measurement Six: Mixed-Model Capability	201	(1)
Measurement Seven: Waste Elimination Activities	201	(1)
Measurement Eight: Elimination of Capital Expenditures	202	(1)
Measurement Nine: Part Travel Distance	202	(1)
Measurement Ten: Speed to Market for Product Enhancements	203	(1)
Other Important Measurements	203	(6)
Performance to Takt Time	203	(1)
Inventory Expressed in Pieces Rather Than Dollars	204	(1)
Suppliers Certified for Delivery to Point-of-Use	205	(1)
Number of Value-Added Suggestions and Percent Implemented	206	(1)
Non-Value-Added-Essential Versus Nonessential	206	(1)
Number of Repeat Visits to Equipment or Processing	207	(1)
Extent of Management Team Located on the Shop Floor	207	(1)
Value-Added versus Non-Value-Added Floor Space Utilization	208	(1)
Total Square Footage of Manufacturing Space per Product Family	208	(1)
Knowing What and When to Measure	209	(2)
Employee Reactions to Implementing New Measures	209	(2)
Month Twenty-Making Both Steady Progress and Strong Enemies	211	(8)
Give No Quarter and Take No Prisoners but Defuse Negative Perceptions	214	(5)
Chapter 9: Organizational and Operational Issues to Support WFM	219	(16)
Launching the Compressed Production System	219	(2)
The Traditional Production Control Department	220	(1)
Eliminating the Traditional Quality Control Department	220	(1)
Analyzing Other Support Functions Under WFM	220	(1)
Month Twenty-One-Selecting a Champion for the Process	221	(5)
Establishing New Functions in the Compressed Production System	226	(1)
Applying WFM in the Office Environment	227	(2)
How to Use Displaced Production Employees	229	(6)
Chapter 10: Staying the Course on Your Never-Ending Journey	235	(30)
A Race with No Finish Line	236	(1)
Month Twenty-Two-Gaining National Recognition	237	(2)
The Continuous Improvement Pyramid	239	(5)
Layer One-Establish and Fully Maintain WPO	241	(1)
Layer Two-Study and Analyze the Current Process	241	(1)
Layer Three-Plan and Lay out the New Process	242	(1)
Layer Four: Prove the New Process	243	(1)
Layer Five-Apply Visual Controls	243	(1)
Understanding the Rocks and Boulders to Deployment	244	(8)
Other Potential Boulders	246	(2)
Fifteen-Point Checklist to Determine If You Are Globally Competitive	248	(4)
You Need the Will to Just Do It!	252	(3)
The Formula for Leading Effective Change	255	(3)
Six Common Paradigms in the Professional Ranks That Can Block Change	258	(2)
Month Thirty-Four-New and Grand Opportunities	260	(1)
WFM in the Automotive Industry	261	(1)
A Closing Comment on Your WFM Journey	262	(3)
Bibliography	265	(2)
About the Author	267	(2)
Index	269