Making Common Sense Common Practice (Third Edition)

Models for Manufacturing Excellence

By: Ron Moore

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Paperback | 7 May 2004 | Edition Number 3

At a Glance

Paperback
506 Pages

Edition Type
Revised

Dimensions(cm)
15.4 x 22.8 x 3.2

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Presenting the best practices of the best manufacturing companies in the world, this book presents proven models for achieving world-class performance. Using a case study of a fictional company called Beta International, Moore illustrates how to increase uptime, lower costs, increase market share, maximize asset utilization, apply benchmarks and best practices, and improve many other aspects that ultimately raise your company's performance to the level of world-class. 'Making Common Sense Common Practice' takes a good, hard look at plant design, procurement, parts management, installation and maintenance, training, and implementing a computerized maintenance management system. In discussing the successes and failures of the world's premier manufacturers, Moore outlines a stable path of growth for almost any manufacturing company. In today's tough competitive markets, 'Making Common Sense Common Practice' greatly enhances your company's chance to succeed - and profit.

* Third edition features updating plus new sections on innovation, change management, and leadership
* Presents proven models for achieving world-class performance based on real-life case histories
* Highly readable, concrete style brings the key points to life through a case study of a fictitious organization, Beta International, which runs throughout the book, based on real case histories

Industry Reviews

"This book is now in its third edition and so clearly its author is doing something right . There are good reasons why it is doing so well. First, it is written in a good, no-nonsense, trade-style, which will undoubtedly appeal to practicing managers - thus it is written in a 'how to' style - for example, there is a section on "Steps to Manufacturing Excellence". Second as well as being written in an engaging manner for practicing managers it alludes to a sufficient range of academic material to please academics who might also be interested in manufacturing. Third, it is timely because it is written at a time of crisis for many countries in terms of the demise of their manufacturing bases. The book is written in an interesting style, combining in-depth insights where necessary and more succinct, bullet-style approaches, where appropriate. Ron Moore has used life-like (though not real) cases as a core theme that runs through each of the chapters and this device works well. It brings cohesion and integration to the range of topic areas." - Steve Brown, School of Business and Economics, University of Exeter, UK, April 2006

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Acknowledgments	p. x
Preface	p. xii
Manufacturing and Business Excellence	p. 1
The Scene	p. 1
The Players	p. 3
Integrating the Manufacturing and Marketing Strategy	p. 5
Becoming the Low-Cost Producer	p. 8
Application of Increased Capacity	p. 11
Beta's Beaver Creek Plant--RoNA vs. Uptime	p. 13
A Model for Becoming the Low-Cost Producer	p. 13
Measuring Losses from Ideal	p. 17
Sample Calculation of Batch Plant OEE	p. 23
Discussion of Sample Measurement	p. 28
A Special Case--Beta's Dwale Plant	p. 29
Hiding Behind Excess Capacity (The Hidden Plant)	p. 30
Differences Between Batch and Continuous Manufacturers	p. 33
Lean Manufacturing, Six Sigma, and Focused Factories	p. 34
Summary	p. 39
References	p. 40
Benchmarks, Bottlenecks, and Best Practices	p. 42
Benchmarking--Finding Benchmarks and Best Performers	p. 43
Making the Comparison	p. 46
Bottlenecks--A Dynamic View	p. 54
Manufacturing Uptime Improvement Model	p. 58
References	p. 65
Integrating the Marketing and Manufacturing Strategies	p. 67
Beta's Pracor Division	p. 68
Market/Product Success Factors	p. 69
Volume and Market Growth Analysis	p. 72
Manufacturing Capability for Supporting Market/Volume Goals	p. 73
Performance by Plant and by Product Line	p. 74
The Plan	p. 77
Revised Pricing Strategy	p. 78
Plant Performance Requirements	p. 79
Other Actions Required	p. 80
The Expected Results	p. 81
Effect of Product Mix on Manufacturing Performance	p. 85
Beta's Leets Division--Rationalizing Customers and Markets	p. 91
Summary	p. 94
References	p. 95
Plant Design and Capital Project Practices	p. 96
The Design Process	p. 99
Design Objectives	p. 100
Key Questions	p. 101
Operations and Maintenance Input	p. 105
Estimating Life-Cycle Costs	p. 107
Additional Case Histories	p. 108
Payback Analysis--Too Simple and Too Expensive--Payback Is Hell!	p. 110
Summary	p. 114
References	p. 114
Procurement Practices	p. 115
A Model for Developing Strategic Alliances--Goose Creek Plant	p. 117
Supplier Selection	p. 120
Process for Improved Specifications for Equipment Reliability--Mossy Bottom Plant	p. 122
Improving Supplier Reliability--A Case Study	p. 131
Supply Chain Principles--A Strategic Approach	p. 134
References	p. 137
Stores/Parts Management Practices	p. 138
What Are Stores?	p. 139
The "Cost" of Stores	p. 140
What Stores Are Needed--Kind and Quantity	p. 140
Standardization	p. 143
The Store	p. 144
Contracting the Stores Function	p. 147
Key Performance Indicators	p. 148
Beta's Wheelwright Plant	p. 150
Spare Parts Criticality Ranking Model	p. 155
Summary	p. 157
References	p. 158
Installation Practices	p. 159
Follow Existing Standards and Procedures	p. 161
Verify and Use Appropriate Manufacturer Recommendations	p. 161
Installation and Commissioning of Rotating Machinery	p. 162
Flange and Joint Installation	p. 164
Workshop Support	p. 164
Housekeeping	p. 165
Use of the Pre-Destruction Authorization	p. 165
Summary	p. 166
References	p. 167
Operational Practices	p. 168
Improving Operating Practices to Reduce Maintenance Costs	p. 169
Consistency of Process Control	p. 172
Control Loops	p. 173
Process Conformance for Operational Excellence	p. 175
Operator Basic Care	p. 179
Establishing Operator Care/Ownership	p. 180
Shift Handover Process	p. 181
Production Planning	p. 182
Advanced Process Control Methods	p. 183
Summary	p. 184
References	p. 187
Maintenance Practices	p. 189
Going from Reactive to Proactive	p. 189
Beta's Repair Culture	p. 195
Maintenance Practices	p. 196
Preventive Maintenance	p. 202
Predictive Maintenance	p. 204
Beta's Current Predictive Maintenance Practices	p. 208
Beta's Predictive Maintenance Deployment Plan	p. 209
Proactive Maintenance	p. 210
Focused Factories and Maintenance Practices: Centralized vs. Decentralized Maintenance	p. 216
The Need for Integrating Preventive, Predictive, and Proactive Practices	p. 219
Life Extension Program	p. 222
Maintenance Practices and Safety Performance	p. 223
Summary	p. 224
References	p. 226
Optimizing the Preventive Maintenance Process	p. 229
First Things First	p. 230
Creating Equipment Histories from "Scratch"	p. 231
The Model	p. 232
Some Examples	p. 234
Case Histories	p. 235
Mechanical Integrity	p. 237
Summary	p. 238
References	p. 238
Implementing a Computerized Maintenance Management System	p. 239
Case History	p. 242
Reference	p. 248
Effective Use of Contractors in a Manufacturing Plant	p. 249
The Reliability Improvement Program	p. 249
Consolidating Maintenance Contractors	p. 251
What Happened?	p. 257
Lessons Learned	p. 261
Best Use of Contractors	p. 263
Summary	p. 268
References	p. 269
Total Productive and Reliability-Centered Maintenance	p. 270
Total Productive Maintenance Principles--TPM	p. 271
Reliability-Centered Maintenance Principles--RCM	p. 275
Case Study	p. 278
Some Additional Benefits	p. 283
Summary	p. 284
References	p. 286
Implementation of Reliability Processes	p. 287
Whamadyne's Journey to Manufacturing Excellence	p. 292
Whamadyne's Reliability Improvement Plan	p. 296
Results--World-Class Performance	p. 302
References	p. 304
Leadership and Organizational Behavior and Structure	p. 305
Leadership	p. 305
Organizational Issues	p. 309
Empowerment	p. 309
Empowerment as a Disabler	p. 311
The Reliability Process--A Better Way	p. 315
Reliability Improvement Teams	p. 317
Organizational Structure	p. 324
Mission Statements	p. 328
Communication of Performance Expectations	p. 329
Implementing Reliability and Manufacturing Excellence in a Union or Non-Union Plant	p. 330
Compensation	p. 331
Summary	p. 332
References	p. 333
Training	p. 334
The Strategic Training Plan	p. 336
Boss as Trainer	p. 337
Training Versus Learning	p. 338
Training for Pay	p. 339
Training in Appropriate Methodologies	p. 340
Multi-skilling and Cross-functional Training	p. 341
Intellectual Capital	p. 342
Closing	p. 344
References	p. 345
Performance Measurement	p. 346
Return on Net Assets or Return on Replacement Value	p. 355
Plant Age and Reliability	p. 355
Measure for Weaknesses	p. 355
References	p. 356
Epilogue	p. 357
Beta's 10-Point Plan	p. 358
World-Class Manufacturing: A Review of Several Key Success Factors	p. 364
Reliability Manager/Engineer Job Description	p. 375
Index	p. 379
Table of Contents provided by Syndetics. All Rights Reserved.

Making Common Sense Common Practice (Third Edition)

Models for Manufacturing Excellence

At a Glance

Paperback

Industry Reviews

Shipping

How to return your order

Defective items

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