Removing the Barriers to Efficient Manufacturing: Real-World Applicati

Description

W. Edwards Deming’s central premise was that improvements in product quality would increase productivity, improve competitive position, and help ensure long-term survival. Point 12 of his landmark 14 Points for Management says that management’s job is to remove the barriers that keep people from taking pride in their work. That’s exactly what this book is about. Shedding new light on Deming’s... Read more

Deming Got it Right
Introduction
Point 1: Management Must Have "Constancy of Purpose" to Stay in Business
Point 2: Adopt the New Philosophy
Point 3: Cease Dependence on Mass Inspection
Point 4: Stop Doing Business with the Low Bidder
Point 5: Find Problems
Point 6: Institute Modern Training Methods
Point 7: Institute Modern Methods of Supervision
Point 8: Drive Out Fear
Point 9: Break Down Barriers between Departments
Point 10: Eliminate Goals, Posters, and Slogans Directed at Workers to Do More
Point 11: Eliminate Numerical Quotas
Point 12: Remove the Barriers that Keep People from Taking Pride in Their Work
Point 13: Institute Vigorous Education and Retraining
Point 14: Top Management Must "Push" (Measure and Report)
Every Day on the Above 13 Points
The Vision
Reducing Variability Is the Key

Removing Barriers in the Workplace
Introduction
Order and Cleanliness
Getting Started
Ergonomics Are Economical
Employee Facilities Show You Care (or Not)
Making Safety Equal to Everything Else
Establishing Minimum Standards
Other Safety Requirements
Summary

Removing the Equipment Reliability Barrier with Effective Maintenance
Introduction
Preventive Maintenance
Predictive Maintenance
     Vibration Analysis
     Dynamic Balancing
     Laser Alignment
     Ultrasonic Leak Detection
     Infrared Imaging
     Motor Analysis
     Oil Analysis
     PdM Summary
Total Productive Maintenance
The Maintenance Process
     Work Orders
     Maintenance Planning
     Work Order Scheduling and Priorities
     Work Order Completion: Getting the Feedback
     Maintenance History
     Spare Parts Management: Keeping Parts Visible
Stores Inventory Benchmarks
Computerized Maintenance Management System
The Human Factor
Maintenance Performance Benchmarks
Putting It All Together

Removing the Process Variability Barrier with Automatic Control Systems
Introduction
Getting Started
A Few Real-Life Examples
Conclusion

Removing the Product Variability Barrier with Statistical Process Controls
Introduction
Sampled Data versus Continuous Monitoring
The Tools
Prework
Getting Started
A Word of Caution about Sampling
SPC Tool 1: X-Bar and R Charts
SPC Tool 2: Histogram
SPC Tool 3: Pareto Diagram
SPC Tool 4: Control Charts
SPC Tool 5: Fishbone Diagrams
SPC Tool 6: Flow Chart
The X-Bar and Sigma Charting Marches On
Advanced SPC Tools for Digging Deeper
     SPC Tool 7: Process Capability Study
     SPC Tool 8: Designed Experiments
     SPC Tool 9: Scatter Diagram
Summary

Removing the Raw Material Quality Barrier
Introduction

SMED (Single Minute Exchange of Die)
Introduction
The Vision
Getting Started
Step 1: Render the Process Safe
Step 2: Clean the Process
Step 3: Change Machine Settings
Step 4: Changing Components
Step 5: Changing Out Raw Materials and Supplies
Step 6: Additional Sampling
Step 7: Final Adjustments and Centerlining
The SMED Process
Back to the Vision
Summary

The Process Control Manual
Introduction
Products Produced
Product Specifications
Process Description
Process Diagrams
Raw Materials Used
Authorized Operating Supplies
Detailed Operating Procedures
SMED Procedures
Process Reading Sheet
Required Tools
General Safety Procedures
Locking and Tagging Procedures
Housekeeping Checklist
Statistical Process Control
     Product Sampling
     Product Evaluation
     Control Charting
          Definition of "In Statistical Control"
          Real Purpose of Control Charts
     Back to the Process Control Manual
Product Attributes
Summary

Training and Retraining
Introduction
Assessing Basic Skills
The Training Begins
Verification of Training
Retraining
Annual Recertification
Summary

Selected Topics on Working with People
Introduction
Topic 1: Driving out Fear
Topic 2: Promotions (No Good Deed Goes Unpunished)
     The Selection Process
     After the Promotion
Topic 3: Pay Systems
     Pay According to Job Position
     Single Pay Rate
     Motivating Employees with Pay (Not)
Topic 4: Customer Service
Topic 6: Uplifting Performance Reviews
Topic 7: Your Employees Do Not Have to Be Superstars
Topic 8: Nonpunitive Discipline—The Last Resort
     Coaching Session with Informal Note to File
     Second Coaching Session with Official Note to File
     One Day on Paid Leave for Employee to Develop Action Plan
     When All Else Fails: Termination
     Conclusion
Closing Comments

Some Pointers on Working with Unions

Organizing for Success
Introduction
The Interdisciplinary Team Concept
The Multidisciplinary Team Concept
The Three Manufacturing Functions
     Function 1: Operations
          Operations Managers
          Operations Crew Leaders
          Operators
Function 2: Process Engineering
     Process Engineering Manager
     Process Engineers
     Quality Assurance
Function 3: Reliability
     Reliability Manager
     Reliability Engineers
     Reliability Crew Leader
     Reliability Technicians
How the Three Functions Work Together
Performance Reviews by Customers
We Still Need a Team

Putting It All Together with Action Plans
Introduction
Action Plans by Position
     Plant Manager
     Operations Manager
     Operations Crew Leader
     Process Operator
     Process Engineering Manager
     Process Engineer
     Quality Technicians
     Reliability Manager
     Reliability Engineer
     Reliability Crew Leader
     Reliability Planner
     Reliability Technician
Summary
Final Comments

A Case Study

Appendix 1: The Red Bead Experiment
Introduction
The Experiment
Clear Instructions
Intimidation
Praise and Comparison
Banners and Slogans
Incentives
Blame
Performance Appraisals
Discussion of the Experiment
Dr. Deming’s Fourteen Points
Adaptations of the Experiment
The Fourteen Obligations of Top Management