商品簡介
Compared to its widespread implementation across almost all areas of production, Lean improvement efforts lag within the process industries. While, a number of innovators have successfully applied Lean principles to these industries over the last two decades, most of those pioneering efforts were never recorded to guide the improvement efforts of others.
Drawing on 40 years of application experience at one of the world’s largest chemical and materials manufacturers, Peter King corrects this void by providing the first comprehensive resource written explicitly for change agents within the process industries. Focusing on areas where the improvement needs of the process industry differ from parts assembly manufacturing,
Lean for the Process Industries: Dealing with Complexity –
Covers each of the eight wastes commonly described in Lean literature, looking at how they manifest themselves in process operations
Explains how to adapt value stream mapping for process operations
Shows how to identify the root causes of bottlenecks, and systemically eliminate them
Provides process-oriented modifications that will enhance the usefulness of Cellular Manufacturing, Heijunka Production Leveling, and Pull Replenishment Systems
Discusses the role of process operations management in a Lean strategy
Whether you are manufacturing consumer products such as foods, paints, and pharmaceuticals, or materials such as bulk chemicals, sheet goods, and synthetic fibers, this book shows you how to achieve that enviable level of performance where continual improvement becomes inherent to your processes.
作者簡介
Lean Dynamics LLC, Newark, Delaware, USA
目次
Introduction:
Lean Overview
The Process Industries: what makes them unique
Value Stream Mapping the Process Industries
The Basics:
Kaizen Events
The 8 Wastes in the Process Industries
Set-up reduction & SMED
Total Productive Maintenance
Visual Management
Dealing with Complexity:
Finding, managing, and improving Bottlenecks
Cell design in the Process Industries
Production scheduling, production sequencing, production leveling: Product Wheels
Lead time improvement
Postponement: Finish-to-Order
Pull Systems
Supermarket design
Fixed interval replenishment
Fixed quantity replenishment
Managing variability: Safety Stock
Creating the Future State Map
The importance of robust business processes
Appendix: The Hypothetical Process description and data
