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Editorial Reviews. Review. John P. Robb Vice President, Manufacturing Monsanto Electronic World Class Manufacturing by [Schonberger, Richard J.]. Read "World Class Manufacturing" by Richard J. Schonberger available from Rakuten Kobo. Sign up today and get $5 off your first purchase. In his best-selling . Now, in World Class Manufacturing, Schonberger returns to tell the success World Class Manufacturing also includes Schonberger's point.

World Class Manufacturing Ebook

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Title, World-class manufacturing. Author, Jim Todd. Edition, illustrated. Publisher, McGraw-Hill Book Co., Original from, the University of Michigan. Armed with new world-class benchmark data, Schonberger redefines excellence in This book will be indispensable reading for manufacturing and general. World Class Manufacturing by Richard J. Schonberger - In his best-selling book Japanese Manufacturing Techniques, Richard J. Schonberger revolutionized.

Armed with new world-class benchmark data, Schonberger redefines excellence in terms of competence, capability, and customer-focused, employee-driven, data-based performance. SlideShare Explore Search You. Submit Search. Successfully reported this slideshow. We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

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World class manufacturing pdf,lecture notes,ebook download for MBA students

WordPress Shortcode. Published in: An operator, chute, or simple transfer device can move one piece at a time from station to station. Different part types are made in the cell, but all types go through the same machines a few part numbers may skip one or more of the stations. Also, the parts in the family have similar setup times, cycle times, tool and fixture requirements, and needs for inspection.

While the cells do not make the same part over and over again, they make the same family of parts over and over again, hence the term "family repetitive" production in Figure The figure also shows the three other modes of production, discussed above, that are valid for the world-class manufacturer. Next, find another family and move the needed machines and work stations into cell 2. Then create cell 3, and so on. Engineers sometimes call this approach group technology, although many prefer to use the more descriptive term cellular manufacturing.

The approach is much more than industrial engineering and plant layout, however. Cells create responsibility centers where none existed before. A single supervisor or cell leader is in charge of matters that used to be fragmented among several shop managers.

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The leader and the work group may be charged with making improvements in quality, cost, delays, flexibility, worker skills, lead time, inventory performance, scrap, equipment "up time," and a host of other factors that distinguish the world-class manufacturer. Large numbers of Western manufacturers are following this path in their quest to become world-class.

The machine-tool, aerospace, and shipbuilding industries are especially active in reorganizing their plants into cells. That is natural in view of the mind-boggling numbers of parts that go into large machines, ships, aircraft, rockets, and tanks. General Electric has transformed its dishwasher plant in Louisville, Kentucky, into a WCM showcase, and moving machines into cells was a basic step.

Punch presses that had been in punch-press shops were dispersed to form cells or spurs off other cells or production lines. Figure is a photo of one of the moved presses. A sign tacked to it proudly proclaims "point-of-use manufacturing.

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GE's success in transforming the dishwasher plant has served as a model for the rest of GE's Appliance Park in Louisville. Refrigerator, range, and washer plants are being converted the same way. Universals of Manufacturing The metal fabrication industries have no prior claim on cellular manufacturing.

It is emerging as a prescription for much of the world of work, on a par with "Do it right the first time. No one is in charge. Distances between processes are too long for decent coordination. Flow times are too long for us to reconstruct chains of causes and effects when things go wrong -- and they go wrong so often.

The immensity of the task would be daunting if we were unsure of what paths to take. We know what paths to take, because there are many role models. Western manufacturers that have executed the WCM formula have been getting the same spectacular results that Japanese manufacturers did a bit earlier: product defects down from several percentage points to just a few per million pieces, and lead times cut by orders of magnitude.

Knowing what it takes to get such results turns on the adrenalin pumps.

The competitor whose pump does not get primed is the loser. That is not to say that the company or plant involved in the WCM quest is completely surefooted. How, for example, can progress be measured? How do the movers get reinforcement so that they stay inspired? The answer is to choose the right goals of improvement and to organize the enterprise for continual progress against those goals. A host of WCM subgoals can be contained within two overriding goals. One is reduction of deviation, and the other is reduction of variability.

Deviation Reduction Deviation reduction takes many forms, two of which rank above and subsume the rest: 1 Reduce deviation from zero defects. Zero defects ZD got its start in the United States in the early s. ZD has been elevated to the top -- a key component of CEOlevel strategic planning -- in many Fortune companies. Philip Crosby provided much of the inspiration; W. Visible measures of success are the driving force. There are many believers in the ZD goalwand never mind if it can never quite be achieved.

The number of believers in zero lead time as a superordinate target is still small but is growing fast.

One by one, top companies are coming to the conclusion that reducing lead time is a simple and powerful measure of how well you are doing. The manufacturing people at both Motorola and Westinghouse have chosen lead time reduction as a dominant measure; various divisions of Hewlett-Packard and General Electric have too. Lead time is a sure and truthful measure, because a plant can reduce it only by solving problems that cause delays.

Those cover the gamut: order-entry delays and errors, wrong blueprints or specifications, long setup times and large lots, high defect counts, machines that break down, operators who are not well trained, supervisors who do not coordinate schedules, suppliers that are not dependable, long waits for inspectors or repair people, long transport distances, multiple handling steps, and stock record inaccuracies. Lead times drop when those problems are solved.

Lead times drop fast when they are solved fast.

Lead time to get ready must not be overlooked. Short lead time to produce the designs and the specifications are vital to the world-class manufacturer. In halting its declining fortunes in the copier industry, Xerox has vastly improved its ability to get a new product to market. Time to convert from a first-generation product to its successor is an equally critical concern. That is, we want to become more flexible to make product line changes, which translates into cutting the conversion lead time.

Lead time is easy to measure: Just stamp the hour and date on a product or service in its raw stage, stamp it again when it is finished, and subtract. Take a number of samples and average them.

The Village Inn Pancake House chain does this, using time-stamping machines, in processing food orders. It is good policy to put up large lead time charts, one for each important product or family. Plot results on the chart at least once a month. List the improvements -- problems solved -- on charts nearby, and heap praise on those coming up with each solution.

For practical purposes deviation is usually an average: Perhaps on the average, the lead time target of ten minutes and the quality target of 10 grams have been met on the nose. But what of variability around the averages? Universal goal number 1, deviation reduction, has a companion. Variability Reduction The second universal goal is variability reduction. Variability of what? Why, of everything. Variability is a universal enemy. That view once was held by just a few prominent people in the quality community, but it is spreading.

If a ticket taker can sell a ticket in "exactly" thirty seconds nine out of ten times, but then the machine jams and it takes three hundred seconds to sell the ticket to tenth customer, consider the effects. Not only has the tenth customer been poorly served, but at a rate of one customer every thirty seconds, ten new customers will have arrived, only to get in line and wait while the jammed machine gets fixed.

Varying only once in a while from the thirty-second standard requires wasteful solutions: Extra space for customers to line up; staff to manage the queue and sooth the customers; perhaps an extra, mostly redundant, ticket seller to keep the line from getting too long.

Costly responses of that sort are called for regardless of the source of the variability. The machine that jams sometimes, the tool that must be searched for sometimes, the assembler who does the task the wrong way sometimes, the part that arrives late sometimes, the blueprint that is wrong sometimes, the part that is off the mark sometimes-all of these and many more require costly sets of "solutions.

In Western industry variability of lead time has been extreme, to say the least. Normal practice in scheduling an order is to use an average lead time figure stored in the routing file , and then expedite the orders that become late relative to the average.

We have taken pride in being able to compress lead time for a hot job from many weeks to a few days; that is an action taken to avoid a late delivery to a customer. In other words, we have put our energies into making on-time deliveries through heroic actions on a case-by-case basis.

With regard to component materials, there is another, more subtle cost of variability. Say that a shaft is supposed to fit into a hole. Engineers state the allowances for shaft and hole diameters.

The shop that forms the shaft produces percent within tolerance, and so does the shop that drills the holes. Yet when a shaft at the upper limit of its tolerance maximum diameter is paired with a hole at the lower limit of its tolerance minimum diameter , the shaft won't go into the hole.

The opposite case results in a shaft so loose in the hole that it, too, is unacceptable. This effect is called "tolerance stackup.

Ford Motor Co. Ford's manuals on the subject have been widely distributed, and they have helped companies in other industries to get on the variation-reduction bandwagon. There are many forms of variability, and its cousin, deviation, that ought to be measured frequently.

Paper the walls with charts showing the measured results. If such course of action is vigorous, it will take not years but only months to begin looking world-class -- head and shoulders above the laggard and endangered competition. Challenge and Response This chapter reads, I suppose, like a pep talk, Olympic motto and all. If there were no substance to the message, it would fall on deaf ears, because we've all heard many pep talks -- followed by business as usual.

There is substance to the talk about world-class manufacturing. If Gallup or Harris were to take a poll and ask people to name the twenty best manufacturers not marketers, not financial empires in the world, how many would be American, Canadian, French, English, German, Italian, Swedish? Chances are good that many or most would be Japanese. There is substance to the Japanese formula for success in manufacturing.

It took Japanese industry three decades to make its remarkable climb. It used a collection of Western basics, plus common sense, high literacy, and lack of space and natural resources to spur them on. Now the rest of the world is stirred out of its complacency.

In some cases manyfold improvements have come after just a year or two of real effort.

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The Appendix at the end of this book lists some enterprises that have improved in that manner. WCM clearly is not reserved for the Japanese.

In fact, I believe the Western temperament is better suited for rapid and continuous improvement than the Japanese temperament. We in the West have badly misused a chief asset, namely inquisitive minds and innovative spirits. Our greatest challenge is to undo the harm, to change a work culture and unleash natural tendencies. To achieve world-class status, companies must change procedures and concepts, which in turn leads to recasting relations among suppliers, purchasers, producers, and customers.

Wary of those who view improvement in terms of modernizing equipment, he points out that making maximum use of people and current machinery is a company's first priority; automation, if necessary, should come much later.

World Class Manufacturing also includes Schonberger's point action agenda to guide innovators toward manufacturing excellence, from getting to know the customer to cutting the number of suppliers, reducing error in production, and deciding when and how to automate. Indispensable for all manufacturing innovators who aim to keep ahead of the competition, this inspiring, groundbreaking volume does much more than just recommend or theorize about the new manufacturing approach.

Plainly, realistically, and logically, it explains how it's done. Line Operators and Operating Data. Staff as Supporting Actors. Overstated Role of Capital.

Economy of Multiples.Must redeem within 90 days. What's more, Schonberger shows that his bold concepts and reforms apply equally to all industries, whether the product is computers, pasta, or trucks, and to all divisions -- from manufacturing and engineering to accounting and marketing.

As long as the shop or factory is small, production is usually quite fast. Those first WCM thrusts followed two parallel paths. There is now good reason to believe that those goals may be pursued in concert, that they are not in opposition. Lead time is easy to measure: Just stamp the hour and date on a product or service in its raw stage, stamp it again when it is finished, and subtract.

Punch presses that had been in punch-press shops were dispersed to form cells or spurs off other cells or production lines.

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