Introduction

Most of the time, chronic manufacturing problems are ignored if their effect is tolerable. Only after the effect of a manufacturing problem spikes are the problems recognized and addressed. It would be a manager’s Nirvana to have a magic wand to cause these aggravating problems to disappear. Unfortunately, the “wizardry” needed to systematically identify, study, and solve problems has not been achieved by the people most responsible for managing and solving industrial problems.

Process improvement is an ongoing activity that should be applied whenever your company learns a new lesson. The examples and illustrations in this book originate from the experience I gained working with more than 200 individual suppliers while in high-volume ...

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