Removing the Barriers to Efficient Manufacturing: Real-World Applications of Lean Productivity, 1st Edition (Paperback) book cover

Removing the Barriers to Efficient Manufacturing

Real-World Applications of Lean Productivity, 1st Edition

By Daniel L. Ferguson

Productivity Press

294 pages | 51 B/W Illus.

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pub: 2013-01-25
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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 14 Points, Removing the Barriers to Efficient Manufacturing: Real-World Applications of Lean Productivity outlines time-tested organizational structures and methods to help you reduce variability and deliver high-quality products consistently. It describes the financial losses that can occur as a result of variability and details the specific activities management must engage in to avoid these losses and ensure long-term success.

Instead of taking you on a "random walk," the book supplies each manufacturing group in your organization with straightforward directions for creating a smooth-running facility with reduced variability. It includes "work assignments" in each chapter that, if completed in the order presented, will guide you through the creation of the Model Vision for your manufacturing facility. It also:

  • Covers key topics on working with people, including training and retraining
  • Supplies pointers for working with unions
  • Considers Single Minute Exchange of Die (SMED)
  • Describes how to put it all together with action plans

The book includes a write up on Deming’s famous Red Bead Experiment as well as an introduction to statistical process control techniques in the appendices. Filled with real-world examples and a case study to illustrate essential concepts, the book arms you with the insight and common-sense approaches required to build on Deming’s fundamental principles and consistently deliver high-quality products that instill a sense of pride in your workforce.

Table of Contents

Deming Got it Right


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


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


Removing the Equipment Reliability Barrier with Effective Maintenance


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


Getting Started

A Few Real-Life Examples


Removing the Product Variability Barrier with Statistical Process Controls


Sampled Data versus Continuous Monitoring

The Tools


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


Removing the Raw Material Quality Barrier


SMED (Single Minute Exchange of Die)


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


The Process Control Manual


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


Training and Retraining


Assessing Basic Skills

The Training Begins

Verification of Training


Annual Recertification


Selected Topics on Working with People


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


Closing Comments

Some Pointers on Working with Unions

Organizing for Success


The Interdisciplinary Team Concept

The Multidisciplinary Team Concept

The Three Manufacturing Functions

Function 1: Operations

Operations Managers

Operations Crew Leaders


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


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


Final Comments

A Case Study

Appendix 1: The Red Bead Experiment


The Experiment

Clear Instructions


Praise and Comparison

Banners and Slogans



Performance Appraisals

Discussion of the Experiment

Dr. Deming’s Fourteen Points

Adaptations of the Experiment

The Fourteen Obligations of Top Management

Appendix 2: Introduction to Statistical Process Control Techniques


About the Author

Daniel L. Ferguson received a BS (1967) and MS (1972) in mechanical engineering with a major in automatic controls from Clemson University. After receiving a direct commission in 1969, he served as a U.S. Army aircraft maintenance officer in Vietnam from 1970 to 1971.

Over his 40-year career in industry, he has held engineering and management positions in operations and maintenance with two Fortune 500 companies, between which he managed a polyester resins plant in the early 1980s for one of the major producers.

While serving as facilities and maintenance manager at a large manufacturing facility, his plant was tapped to be the pilot site for implementation of SAP plant maintenance for the corporation. As part of the SAP project team, he developed a number of systems and many plant structures that are still in use today. After a successful pilot, he was assigned to the SAP implementation team and was responsible for rollout at similar manufacturing facilities. Later, this responsibility was expanded to implementation at new acquisition companies. Considered an expert in this area, he was asked to resume this work on a consulting basis after retirement in 2008.

As a lifelong audiophile, he has written three books and a number of articles on loudspeakers and electronics. His current project of interest is development of a new orthopedic device to aid patients with Parkinson’s disease. He has three grown children and currently resides with his wife of 46 years in Appleton, Wisconsin.

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Quality Control
BUSINESS & ECONOMICS / Industrial Management
TECHNOLOGY & ENGINEERING / Industrial Design / General