UID:
almahu_9949384576602882
Format:
1 online resource
Edition:
Second edition.
ISBN:
9780429400155
,
0429400152
,
9780429681738
,
0429681739
,
9780429681714
,
0429681712
,
9780429681721
,
0429681720
Content:
Compared to its widespread implementation across almost all areas of production, Lean improvement efforts lag within the process industries. While many innovators have successfully applied Lean principles to these industries during the past three decades, most of those pioneering efforts were never recorded to guide the improvement efforts of others. Drawing on more than 40 years of application experience at one of the world's largest chemical and materials manufacturers, coupled with 10 years in private practice, 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, Second Edition: 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 how to manage them to optimize flow until they can be eliminated. Provides practical techniques to overcome the barriers which have prevented the application of Cellular Manufacturing to process operations. Discusses the role of business leadership in a Lean strategy, describing both enabling and counter-productive management behaviors Since the publication of the first edition of this book, Peter King has been busy consulting with food, beverage, gasoline additive, and nutraceutical companies--these new experiences have broadened his perspectives on certain Lean processes and have given him a richer set of examples to discuss in this new edition. While Value Stream Mapping is a very powerful tool to understand flow, bottlenecks, and waste in an operation, the traditional format as presented in many other books does not describe all of the data required to fully understand process flow and its detractors. This new edition highlights the necessary additions with examples of why they are useful. Product wheel scheduling achieves production leveling in a far more comprehensive and effective way than traditional heijunka methods. This edition has a more thorough description of the wheel concept and design steps, and more examples from actual applications.
Note:
Cover; Endorsement; Half Title; Title Page; Copyright Page; Table of Contents; Acknowledgments; About the Author; Introduction; Technology and Culture; How This Book Is Organized; Section I: Lean and the Process Industries; Section II: Seeing the Waste; Section III: Lean Tools Needing Little Modification; Section IV: Lean Tools Needing a Different Approach; Mathematical Detail; Related Topics; Supply Chain Mapping; Six Sigma; Enterprise Resource Planning; Section I: Lean and the Process Industries; Chapter 1: Lean Overview: Principles and Tools; ORIGINS OF LEAN
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TPS BECOMES THE NEW PRODUCTION PARADIGMESSENCE OF LEAN; FOURTEEN LEAN TOOLS; Lean Tool 1: Value Stream Mapping (VSM); Lean Tool 2: Takt Time; Lean Tool 3: Kaizen; Lean Tool 4: 5S; Lean Tool 5: Jidoka; Lean Tool 6: Single-Minute Exchange of Dies (SMED); Lean Tool 7: Poka-Yoke; Lean Tool 8: Five Whys; Lean Tool 9: Standard Work; Lean Tool 10: Total Productive Maintenance (TPM); Lean Tool 11: Cellular Manufacturing; Lean Tool 12: Heijunka; Lean Tool 13: Just-in-Time (Pull); Lean Tool 14: Kanban; FURTHER INFORMATION; LEAN TODAY; SUMMARY
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Chapter 2: Distinguishing Characteristics of Process Industry ManufacturingPROCESS INDUSTRIES VERSUS ASSEMBLY OPERATIONS; CHARACTERISTICS THAT DISTINGUISH THE PROCESS INDUSTRIES; The Three Vs: Volume, Variety, and Variability; Capital Intensive versus Labor Intensive; Throughput Is Limited by Equipment Rather Than by Labor; Equipment Is Large and Difficult to Relocate; Processes Are Difficult to Stop and Restart; Product Changeover Issues Are Complex; Finished Product Inventory versus WIP; Hidden WIP; Shelf Life Limitations; Material Flow Patterns in Assembly and Process Plants (SKU Fan Out)
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Examples of "V" Type Process in Process PlantsProduct Differentiation Points; DEALING WITH COMPLEXITY; SUMMARY; Chapter 3: The Seven (or Eight, or Nine) Wastes in the Process Industries; VALUE AND WASTE; WASTE OF OVERPRODUCTION; WASTE OF TIME ON HAND (WAITING); WASTE IN TRANSPORTATION; WASTE OF PROCESSING ITSELF; WASTE OF STOCK ON HAND (INVENTORY); Capacity Differences: Rate Synchronization; Bottleneck Protection; Campaign Sizes; Inappropriate Product Differentiation; Tank Heels; WASTE OF MOVEMENT; WASTE OF MAKING DEFECTIVE PARTS; WASTE OF HUMAN CREATIVITY; TIME AS A WASTE; ENERGY WASTE
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NECESSARY VERSUS UNNECESSARY WASTESUMMARY; Section II: Seeing the Waste; Chapter 4: Value Stream Mapping the Process Industries; INTRODUCTION TO VALUE STREAM MAPPING; BENEFITS OF A VALUE STREAM MAP; GENERATING THE MAP; Direction of Flow; PRODUCT FAMILIES; TAKT AND CYCLE TIME; Takt Time; Cycle Time; Takt Rate versus Takt Time; UNITS OF PRODUCTION; WHERE TO BEGIN; LEVEL OF DETAIL; PROCESS ICON; OTHER ICONS; DATA BOXES; Customer Data Box; Process Step Data Box; Inventory Data Box; Transportation Data Box; Supplier Data Box; INFORMATION FLOW; THE TIMELINE; AN EXAMPLE VSM
Additional Edition:
Print version: King, Peter L., author. Lean for the process industries Boca Raton : Taylor & Francis, Routledge, 2019 ISBN 9780367023324
Language:
English
Keywords:
Electronic books.
;
Electronic books.
URL:
https://www.taylorfrancis.com/books/9780429400155
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