Lean TPM : a blueprint for change / Dennis McCarthy and Nick Rich.

Format:

Book

Author/Creator:

McCarthy, Dennis.

Contributor:

Rich, Nick.

Language:

English

Subjects (All):

Total productive maintenance.

Industrial equipment--Maintenance and repair--Management.

Industrial equipment.

Physical Description:

1 online resource (213 p.)

Edition:

1st ed.

Place of Publication:

Amsterdam ; Oxford : Elsevier Butterworth Heinemann, 2004.

Language Note:

English

Summary:

Merging the benefits of two well-known methodologies, Lean Thinking and Total Productive Maintenance, Lean TPM shows how to secure increased manufacturing efficiency.Based on their experience of working with organisations that have successfully achieved outstanding performance, McCarthy and Rich provide the tools and techniques that convert strategic vision into practical reality. Lean TPM accelerates the benefits of continuous improvement activities within any manufacturing environment by challenging wasteful working practices, releasing the potential of the workforce, targeting effect

Contents:

front cover; copyright; table of contents; front matter; Foreword; Preface; Acknowledgements; Abbreviations; body; 1 The business of survival and growth; 1.1 The new competitive conditions; 1.2 Silver bullets, initiative fatigue and fashionable management; 1.3 Why programmes fail; 1.4 The value of a compelling vision; 1.5 Leading the improvement process; 1.6 Lean TPM; 1.7 Summary: The foundation for a better improvement model; 2 Lean TPM; 2.1 Achieving the right balance; 2.2 The origins of Lean Thinking; 2.3 The origins of TPM; 2.4 In summary, what does Lean TPM offer?

2.5 Tackling the hidden waste treasure map 2.6 The integrated route map; 2.7 Summary; 3 The change mandate: A top- down/ bottom- up partnership; 3.1 The Lean change mandate; 3.2 Changing the business model; 3.3 The senior manager role; 3.4 The middle/first line manager role; 3.5 Calculating the overall equipment effectiveness; 3.6 Shopfloor team; 3.7 Summary; 4 Transforming the business model; 4.1 Transformation and the business model; 4.2 The scope of the change process; 4.3 Change team roles; 4.4 Setting and raising standards; 4.5 Implementing ÎlocalÌ policy; 4.6 Operations team

4.7 Specialists 4.8 Facilitation; 4.9 Summary; 5 Process stabilisation; 5.1 Stabilising processes; 5.2 The recipe for low inventory, high flow and stable operations; 5.3 Setting work standards; 5.4 Leading the implementation of standards; 5.5 Establishing operator asset care; 5.6 Understanding the voice of the customer; 5.7 Visualising the value stream; 5.8 The process of stabilisation: The free-flowing materials map; 5.9 Locking in the recipe for low inventory, high flow operation delivering zero breakdowns and self- managed teamwork; 5.10 Summary; 6 Process optimisation

6.1 Introduction to the challenge 6.2 Changing drivers; 6.3 Springing the strategy trap; 6.4 Creating flexible organisations; 6.5 The optimisation process; 6.6 Early Management (EM); 6.7 Capability development; 6.8 Summary; 7 Sustaining the improvement drive; 7.1 Introduction; 7.2 Sustainability at the management level; 7.3 The operations level of improvement; 7.4 Summary; 8 Conclusions; 8.1 Reflections; Index

Notes:

Description based upon print version of record.

Includes bibliographical references.

ISBN:

1-281-00908-3

9786611009083

0-08-047891-3

OCLC:

56831249