book

Fast Track to Waste-Free Manufacturing

by John W. Davis

March 2020

Intermediate to advanced

304 pages

8h 20m

English

Productivity Press

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World Class Culture ShockChanging the Lifestyle of a FactoryWhere Are Our Manufacturing Leaders?The Old-Fashioned Production MeetingWhat’s Wrong with This Picture?
The Need to Energize for ChangeThe Critical Need for Renewed Focus by Today’s Plant ManagersThe Challenging Journey from Mass to Waste-Free ManufacturingOvercoming the Conventional Cost of Doing BusinessHow Strong Is Your Sense of Urgency?The Fundamentals of Manufacturing Leadership
Month One, Day One–A New AssignmentOld Barriers to Deploying Waste-Free ManufacturingThe Legend of the LoavesFinding the Damaging Mental BarriersMonth One, Day Eight–Getting a Clearer PictureSteps to Overcoming Old BarriersWho the Heck Is Management?
Four Key Drivers for Waste-Free ManufacturingDriver One: Workplace OrganizationDriver Two: Uninterrupted FlowDriver Three: Error-Free ProcessingDriver Four: Insignificant ChangeoverSome Very Important Differences between WFM and TPSTool Boxes to Support the Four Key DriversSteps and Levels For 6CPull Zones Rather Than SupermarketsMonth Seven–Not So World ClassWhere to Begin–Understanding the Hidden WastesThe Connection between Hidden Wastes and World Class ManufacturingThe Need for Never-Ending ImprovementBecoming Knowledgeable in the Lean Tools and TechniquesThe Ultimate Challenge Facing U.S. ManufacturersMonth Nine–The Awakening
Month Twelve–Learning the TruthSeeing a Better Way to Apply TPSDriver One: Workplace Organization (WPO)How to Begin Implementing WPOEstablishing a Disposition ZoneImplementing 6CAchieving WPO Through Staircasing 6CAn Imaginary Tour of a Fully Deployed WFMCarrying the Momentum of WPO into the Office ArenaWPO as the Foundation for Continuous ImprovementLinking the Four WFM DriversShock Treatment Is Not Lasting TreatmentThere Is No Such Thing as a Perfect FactoryDriver Two: Uninterrupted FlowThe First U-Flow Effort–Pick the Low-Hanging FruitHow to Implement U-FlowAggressive Pursuit of Point-of-Use Manufacturing ApplicationsHow Management Should Deal with Team RecommendationsDriver Three: Error-Free ProcessingDriver Four: Insignificant ChangeoverWhen Is Setup and Changeover Deemed Insignificant?Getting Started with Insignificant ChangeoverA Second Look at Pull Zones
The WFM Journey Is a Never-Ending ProcessThe Will to Change and the Pain ThresholdOld Habits Don’t Die EasilyTakt Time–Producing to the BeatTen-Step Road Map for the Rapid Deployment of WFMStep One: Educating the Management StaffStep Two: Implementing Workplace OrganizationStep Three: Establishing the Promotion OfficeStep Four: Deciding on Your Core ProcessesStep Five: Making Decisions Based on WFM PrinciplesStep Six: Moving Equipment to Point-of-UseStep Seven: Transferring Inventory to Point-of-UseStep Eight: Limiting Parts ProductionStep Nine: Instituting Product Cell ManagementStep Ten: Linking the Four WFM DriversYour Greatest Warriors Against Waste–Industrial EngineersSimulating the Road Map to Deploy WFMMonth Fourteen–The Power of WhyThe Why Technique
The Production Worker Is the Center of Value-AddedThe Rules of the Game Have Changed for the Professional RanksObsolete Best Business Practices of the PastMaking the Union a Partner in ChangeBuilding an Interface with the Union–Some Words of AdviceMonth Fifteen–Storm Cloud BrewingWork with Rather Than Deal with the UnionInstitutionalizing Owner-OperatorsChampioning a Cause for the PeopleMonth Eighteen–A Heated IssueUsing the Compressed Production System to Rapidly Deploy WFMThe Foundation of the Compressed Production SystemMonth Nineteen–Revitalizing the Morning MeetingThe One-Level Organization
Ten Key Areas of MeasurementMeasurement One: Completeness of Production ProcessesMeasurement Two: Yield That Is Defect and Error FreeMeasurement Three: Time Spent on Setup and ChangeoverMeasurement Four: Skillfulness in the Work ForceMeasurement Five: Mistake-Proof ProcessesMeasurement Six: Mixed-Model CapabilityMeasurement Seven: Waste Elimination ActivitiesMeasurement Eight: Elimination of Capital ExpendituresMeasurement Nine: Part Travel DistanceMeasurement Ten: Speed to Market for Product EnhancementsOther Important MeasurementsPerformance to Takt TimeInventory Expressed in Pieces Rather Than DollarsSuppliers Certified for Delivery to Point-of-UseNumber of Value-Added Suggestions and Percent ImplementedNon-Value-Added–Essential Versus NonessentialNumber of Repeat Visits to Equipment or ProcessingExtent of Management Team Located on the Shop FloorValue-Added versus Non-Value-Added Floor Space UtilizationTotal Square Footage of Manufacturing Space per Product FamilyKnowing What and When to MeasureEmployee Reactions to Implementing New MeasuresMonth Twenty–Making Both Steady Progress and Strong EnemiesGive No Quarter and Take No Prisoners but Defuse Negative Perceptions
Launching the Compressed Production SystemThe Traditional Production Control DepartmentEliminating the Traditional Quality Control DepartmentAnalyzing Other Support Functions Under WFMMonth Twenty-One–Selecting a Champion for the ProcessEstablishing New Functions in the Compressed Production SystemApplying WFM in the Office EnvironmentHow to Use Displaced Production Employees
A Race with No Finish LineMonth Twenty-Two–Gaining National RecognitionThe Continuous Improvement PyramidLayer One–Establish and Fully Maintain WPOLayer Two–Study and Analyze the Current ProcessLayer Three–Plan and Lay out the New ProcessLayer Four–Prove the New ProcessLayer Five–Apply Visual ControlsUnderstanding the Rocks and Boulders to DeploymentOther Potential BouldersFifteen-Point Checklist to Determine If You Are Globally CompetitiveYou Need the Will to Just Do It!The Formula for Leading Effective ChangeSix Common Paradigms in the Professional Ranks That Can Block ChangeMonth Thirty-Four–New and Grand OpportunitiesWFM in the Automotive IndustryA Closing Comment on Your WFM Journey

Overview

Manufacturing in the United States is currently undergoing a major transition, yet large numbers of manufacturers simply do not recognize what it is all about. Many still operate under out dated manufacturing practices and do not see that the enemy is not the competition, but rather their own system of production.