Download Selecting the Right Manufacturing Improvement Tools. What by Ron Moore PDF

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By Ron Moore

  • ...provides details that enables businesses to appreciate the most well-liked instruments and methods and to narrate those to their conditions and matters, supporting them make greater judgements and more advantageous use of a number of the instruments available:- Iron & metal know-how, March 2007


, Pages xiii-xiv

, Pages xv-xxii
1 - Introduction

, Pages 1-20
2 - Aligning the organization

, Pages 21-50
3 - Innovation

, Pages 51-75
4 - management and teams

, Pages 77-96
5 - dealing with change

, Pages 97-113
6 - company point failure modes and results research: selecting the best development tasks and tools

, Pages 115-133
7 - Lean manufacturing

, Pages 135-158
8 - Kaizen

, Pages 159-172
9 - overall efficient maintenance

, Pages 173-191
10 - Six sigma

, Pages 193-203
11 - offer chain management

, Pages 205-220
12 - Reliability- founded maintenance

, Pages 221-245
13 - Predictive upkeep/ monitoring

, Pages 247-284
14 - Root reason analysis

, Pages 285-305
15 - Closing

, Pages 307-313
Appendix A - making plans and scheduling

, Pages 315-322
Appendix B - functionality measurement

, Pages 323-334
Appendix C - directory of generic development instruments and terms

, Pages 335-358

, Pages 359-390

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Additional resources for Selecting the Right Manufacturing Improvement Tools. What Tool? When?

Example text

It's typical to conduct a periodic survey of similar companies that hire the same types of employees. The goal is to compare positions w^ith similar duties, responsibilities, and experience levels, and their corresponding pay and other compensation. Ideally, we should also include some measure(s) of employee productivity, or in the case of the CEO, company performance measures such as return on equity in their industry. Result-oriented productivity measures, such as revenue per employee and profit per employee are preferred.

Applying these principles in the design, with the support of operations and maintenance, will help further align the organization to our asset management strategy. Finally, we must ask, how do we plan to implement our asset management strategy? ^ Or, is it a defining policy document that demonstrates how we're going to use the assets for overall business success—improved market share, improved gross profit, higher return on capital (less capital spent, lower costs, and higher market share)? Who will lead its implementation—operations or maintenance?

4. Strategic issues and CEO pay should relate to the company's success in 3, 5, and 10 years. Bill Brenneman said that the ability to be strategic has to do v^ith the capacity to understand the consequences of one's decisions over the time frame associated w^ith their level of responsibility. Incentivizing CEOs w^ith huge pay packages and stock options that vest in one to three years is not being strategic at their level of responsibility. There is a huge lag time in the response of big business "systems," and this response time is typically measured in many years, not many months.

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