Intelligent Manufacturing: Reviving U.S. Manufacturing Including Lesso

Description

In 1791, Treasury Secretary Alexander Hamilton wrote that "not only the wealth, but the independence and security of a country, appear to be materially connected with the prosperity of manufacturers." Centuries later, U.S. manufacturing jobs continue to be outsourced at an all-too-rapid pace. Examining the current U.S. manufacturing environment, including the unsustainable trade imbalance,... Read more

In 1791, Treasury Secretary Alexander Hamilton wrote that "not only the wealth, but the independence and security of a country, appear to be materially connected with the prosperity of manufacturers." Centuries later, U.S. manufacturing jobs continue to be outsourced at an all-too-rapid pace.

Examining the current U.S. manufacturing environment, including the unsustainable trade imbalance, Intelligent Manufacturing: Reviving U.S. Manufacturing Including Lessons Learned from Delphi Packard Electric and General Motors outlines concrete suggestions that can help to stop the outflow of manufacturing jobs and prosperity from our shores.

The book explains why most companies have not reaped the benefits promised from the implementation of the multitude of methodologies that have inundated manufacturers and outlines the steps companies can take to reverse this trend. The author's 30-year background in engineering and manufacturing, in both national and international assignments, puts him in a unique position to supply insights on foreign competition that few are able to provide.

In addition to discussing the tools and concepts with a proven history of success, the book also elaborates on what doesn’t work. It presents an insider’s perspective of what went horribly wrong within Delphi and GM so other manufacturing companies can avoid making the same mistakes.

The book describes how to effectively set up a manufacturing system and accurately measure and control direct labor. It shares easy-to-implement tools that the author developed and implemented with proven track records for improving performance. Such tools include computer programs that can provide a competitive advantage, a proven way to reduce total process cycle time, and a scientific way to establish proper lot sizes.

Instead of presenting a lot of theory, the author provides ideas based on common sense and practical experience. The concepts and tools outlined in the text are simple and straightforward, yet powerful enough to help any conscientious company improve its competitive position.

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What Would You Expect with a Parent Like GM?
Interview Process
Packard Electric Is Born
How Could GM (Packard’s Parents) Make So Many Dumb Decisions?
So, How Are Things Working Out for GM Today?
How Does GM Compete with Toyota and the Vaunted Toyota Production System?

We Have to Do Something, Even if It’s Wrong
Packard Does a Really Smart Thing Next
Where Did the Packard Training Program Originate?
Good News and Bad News about Packard’s Management
A Move to the Warm South
What We Need Are Suppliers
Mexico, Here We Come
Black Friday
Something Had to Change for GM
Packard Goes International in a Big Way
We Are Not Ready for This
We Are in Real Trouble Here
Industrial Engineering (IE) Training Program
     The Industrial Engineering Training Program

How Does a Company with So Many Smart People Do So Many Dumb Things?
Automation Can Save Us
That Worked So Well, Let’s Try Something a Little Tougher
That Lead Prep Startup Surely Didn’t Work Out Like We Had Planned
Integrated Production System (IPS) to the Rescue (or Not)
If IPS Didn’t Get It Done, IPS II Surely Would
Remote Lead Prep: Yeah, That’s the Answer!
How about Just Getting Rid of Our Productivity Control System
So Just How Are IDCs Going to Help Us with the 3% Give Back?
How about Let’s Just Get into a New Business
Let’s Sum Things Up

Let’s Get Lean … Not
Just What Is the TPS?
Toyota Production System Rules
Packard Develops the PPS
     What We Need Is Vista
     Benchmarking: To Do or Not to Do
     Kitting Looks Like a Cool Thing to Do
     Let’s Do the Team Concept Like Toyota
     How about a Nice Quality Circle?
     Did QS9000 Implementation Really Help?
     Say Zero Defects and Mean It
The Good News Is That We Saved $25 million in Inventory, but …
Just-in-Time Manufacturing?
U-Cells Gain Great Prominence
Somebody Finally Got One-Piece Flow Right … Really?
Wrap-Up

Proper Manufacturing Organization Is Critical (or You Will Get the Performance You Motivate)
Plant Priority Meetings
Let’s Just Change Reporting Lines to Get Better Support
Warren Got Some Things Right
Understanding Human Nature
So We Transferred Our Manufacturing Successes to Mexico, Right?
What’s the Fix?
Manufacturing Supervision Is Tough
     Providing Proper Manufacturing Support
          Why Worry about Improved Productivity, Mexican Labor Is Cheap (and Philippine)
     Wiring Harness Departmental Organization Basics
          Level 1 Operators
          Level 2 Operators
          Level 3 Operators
          Level 4 Operators
     Foreman’s Responsibilities and Support Required
     Job Responsibilities
     Time Breakdown
     Assistant Foremen/Group Leaders
     Additional Advice

When You Measure Performance, Performance Improves
From Routings to Direct Labor Bibles (DLBs)
Production Efficiency
Process and Operator Efficiencies
Wouldn’t One Efficiency Number Be Sufficient?
The Warren Bottom Line
So, What Did We Do in Mexico?
I Finally Got a Chance to Do It Right in South Korea
How Much Could the Mexican Operations Have Saved?
When You Measure Performance
Packard Productivity Nose Dives
     Are We Really Controlling Productivity in Our Plants?
     Direct Labor Bibles (DLBs)
     Efficiencies from a Budget Routing
     Plant Productivity Information Available Based on Labor Estimates (Budget DLBs) only
     Plant Productivity Information Available with an Automated Productivity System Based on Production DLBs
     Terms and Definitions Used with the Computerized Productivity System
     Simple DLB Example
          Metal Cutting
          Component Subassembly
          Final Assembly of a Widget

Preplanning: The Perfect Tool to Accomplish Toyota’s Rule #1
What Is the Common Industry Practice?
But, Is It Worth It?
Packard Evolves, but Not for the Better
The Critical Four M Relationship
Wiring Harness Preplanning

The Computer Is a Moron
A Rare Opportunity
Controlling Absenteeism, Turnover, and Overtime Is a Must
Material Availability Is Critical
Summary

How to Drive Down Total Process Cycle Time (TPCT) without Wasting a Lot of Time (and Money)
Critical Value Streams
Packard "Attacks" the TPCT for Engineering Change Implementation
Key Activity Control Is Born
Others Benefit from the System
This System/Concept Will Work Anywhere
The Bottom Line

What Size Should the Cycle Quantity (Lot Size) Be?
Portugal Will Show the Way
     Cost Bucket One
     Cost Bucket Two
Some People Don’t Want to Be Confused with Facts
Free Rein in South Korea
Determining Optimum Cut Quantity (or Optimum Process Quantity)
Summary
     Optimum Cut Quantity Subsystem
     Optimum Cutter Loading and Sequencing Subsystem (OCLASS)

Wrap-Up: How about "Intelligent Manufacturing" for Real Change in Which We Can Believe"

Index

Author(s)

Biography

R. Bick Lesser

Intelligent Manufacturing Reviving U.S. Manufacturing Including Lessons Learned from Delphi Packard Electric and General Motors

Description

Table of Contents

Author(s)

Biography

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