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Most available material on Lean describes applications only in the assembly industries: automotive, machinery, computers, appliances, and the like. This book describes the application of Lean Manufacturing concepts to the process industries: sheet goods, fibers, architectural and automotive paints, food, beverage, plastics, synthetic rubber, batch chemicals, fertilizers, and pharmaceuticals. The book begins by describing characteristics which differentiate the process industries from assembly manufacturing, particularly those which influence how Lean must be applied for greatest benefit. Factors affecting dynamic flow behavior through each of the two are described, as well as a hypothetical process industry example, which is used throughout the book to illustrate application of specific lean tools.
Providing a framework that highlights waste and its negative effects on process performance, value stream maps (VSMs) are essential components for successful Lean initiatives. While the conventional VSM format has the basic structure to effectively describe process operations, it must be adapted and expanded to serve its purpose in the process industry. This book describes in detail how to create a complete VSM for a process industry manufacturing operation. Detailing the unique features of process operations and why they require additions and adjustments to traditional VSMs, the book walks readers through the steps in analyzing the map. It explains how to scope improvement projects, prioritize them, and then use future state VSMs to illustrate and motivate systemic improvement. In doing so, it supplies readers with a roadmap for a complete Lean transformation. Describes how to analyze the map for waste and flow issues so that they can be reduced and even eliminated Provides examples of the calculations needed for the flow parameters in data boxes Explains how the VSM concept can be applied to the entire supply chain Includes strategies for engaging your entire workforce in map creation The book introduces a target manufacturing process and uses it to describe how to create a complete VSM. The target process is complex enough to illustrate the issues often encountered in mapping a process industry operation, but straightforward enough to explain all of the mapping considerations and decisions. The book includes real examples of how VSMs brought much greater clarity to the real issues the processes faced and cases where the insight enabled management to avoid costly, inappropriate investments.
The Product Wheel (PW) design process has practical methods for finding the optimum sequence, minimizing changeover costs, and freeing up useful capacity. So much so, that the DuPontTM Company and Exxon Mobil are just a few companies that have used the product wheel concept to achieve and sustain a competitive advantage. Breaking down a fairly complex design process into manageable steps, The Product Wheel Handbook: Creating Balanced Flow in High-Mix Process Operations walks readers through the process for designing and implementing the PW technique. It includes a case study taken from actual practice that illustrates the design process and its benefits. Describing how to apply the product wheel technique to any manufacturing operation, the book: Details the steps required to implement product wheels Explains why certain traditional manufacturing metrics should be reevaluated so they don’t inhibit product wheel performance Defines the cultural foundation necessary for smooth product wheel design and implementation Includes a real-world case study and several examples of product wheels being used by successful manufacturing companies—including BG Products, Inc., the DuPontTM Company, the Dow Chemical Company, and Appleton Many of the steps in wheel design described in this book are not new. What’s new is their application to production planning and scheduling problems, and more importantly, a clear roadmap explaining how and when they should be used in product wheel design. Supplying you with the tools to reduce the chaos often found in production scheduling, the book outlines a disciplined structure that will allow you to spend less of your time resolving schedule problems. Most importantly, it provides your organization with a stable platform to deal with abnormal events in a less stressful and more logical manner.
Kaum ein Unternehmen kann es sich heutzutage leisten, die Potenziale Ganzheitlicher Produktionssysteme (GPS) ungenutzt zu lassen. Mit GPS werden herausragende Erfolge bei der Verbesserung der Qualität, der Reduzierung von Durchlaufzeiten und der Steigerung der Produktivität sowie zahlreicher weiterer Zielgrößen ermöglicht. GPS haben ihren Ursprung zwar in der Automobilindustrie, inzwischen haben sie sich aufgrund des großen Erfolgs jedoch in verschiedensten Branchen als Industriestandard etabliert. Dieses Buch bietet eine umfassende Darstellung der Thematik und stellt hierfür die relevanten Inhalte zu Grundlagen, Einführung und Weiterentwicklung vor. Die grundlegende Struktur Ganzheitlicher Produktionssysteme wird systematisch anhand der Gestaltungsprinzipien der VDI 2870 beschrieben und mit zahlreichen Praxisbeispielen erläutert. Auf diese Weise erhält der Leser viele interessante Einblicke und Erkenntnisse für Praxis, Forschung und Lehre.
Delivering excellent service to all customers is the key imperative for many sustainable businesses. So why do so many supply chains struggle to fulfill customer requirements at competitive costs? The answer is simple: traditional supply chain planning, which was tailored to a predominantly stable and predictable business environment, cannot handle the new challenges in the world of variability, uncertainty, complexity, and ambiguity—the VUCA world. Companies can either accept the drawbacks that often result in high inventories, poor asset utilization, and unsatisfactory customer service or, they can change their view of the fundamental approach to supply chain management. LEAN Supply Chain Planning: The New Supply Chain Management Paradigm for Process Industries to Master Today’s VUCA World introduces a new paradigm and a new approach to managing variability, uncertainty, and complexity in today’s planning processes and systems. Introducing a cutting-edge supply chain management concept that addresses current problems in the process industry's supply chains, the book presents powerful methods developed by leading research institutes, process industry champions, and supply chain experts. It explains how readers can change their approach to the fundamental planning paradigms in a manner that will help their organizations achieve higher levels of responsiveness, improved levels of customer service, and substantial increases in cost-efficiencies. This holistic practitioner’s guide describes how to establish the right accountabilities for performance management and also provides a set of meaningful metrics to help measure your progress. Supplying detailed guidelines for transforming your supply chain, it includes first-hand reports of leading organizations that have already adopted some of the facets of this paradigm and used the relevant instruments to achieve unprecedented improvements to customer service, supply chain agility, and overall equipment effectiveness.
In this book, the author introduces the academic world to the concept of Lean Thinking. Although Lean is popular in industry and commerce, having brought tremendous improvements in product and service quality as well as reducing costs and process times, it has barely made inroads into schools. The author takes readers through a journey of why it is important to consider Lean as an alternative to resolving the current issues in classrooms. A case study that was done over a several years within a school environment to test the principles and tools is detailed, including the results and the inferences made out of them. A checklist to asses a school's preparedness for a Lean roll-out as well as a typical implementation plan and models is included.
Mit seiner Unternehmensführung ist Toyota seit langem Vorbild für Firmen aus den unterschiedlichsten Branchen. Fast alle Automobilhersteller versuchten mehr oder weniger erfolgreich das legendäre Toyota-Produktionssystem (TPS) zu kopieren, das zum Ziel hat, die Kundenzufriedenheit in den drei Bereichen Qualität, Lieferzeit und Kosten zu erhöhen. Aufgrund des verschärften Wettbewerbs in der Automobilbranche drängt sich jetzt die Frage nach den Faktoren des Erfolgs immer mehr in den Mittelpunkt. Jeffrey K. Liker befasst sich in seinem Buch „Der Toyota Weg“ ausführlich mit dem warum und wieso. Aus zahlreichen Interviews und eigenen Anschauungen filtert der Autor die 14 Managementprinzipien heraus, die den Kern des Toyota-Erfolgs ausmachen. Diese Prinzipien untermauert er eindrucksvoll mit einer Fülle von Details, Anekdoten und Interview-Auszügen. Leicht verständlich erklärt er dem Leser die Managementsysteme, die Denkweise und die Philosophie, auf denen der Erfolg von Toyota basiert. So vermittelt er wertvolle Erkenntnisse, die sich auf jeden beliebigen Geschäftszweig bzw. jede Geschäftssituation übertragen lassen.

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