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Acknowledgments | |
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Preface | |
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Manufacturing and Business Excellence | |
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The Scene | |
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The Players | |
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Integrating the Manufacturing and Marketing Strategy | |
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Becoming the Low-Cost Producer | |
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Application of Increased Capacity | |
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Beta's Beaver Creek Plant--RoNA vs. Uptime | |
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A Model for Becoming the Low-Cost Producer | |
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Measuring Losses from Ideal | |
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Sample Calculation of Batch Plant OEE | |
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Discussion of Sample Measurement | |
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A Special Case--Beta's Dwale Plant | |
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Hiding Behind Excess Capacity (The Hidden Plant) | |
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Differences Between Batch and Continuous Manufacturers | |
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Lean Manufacturing, Six Sigma, and Focused Factories | |
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Summary | |
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References | |
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Benchmarks, Bottlenecks, and Best Practices | |
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Benchmarking--Finding Benchmarks and Best Performers | |
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Making the Comparison | |
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Bottlenecks--A Dynamic View | |
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Manufacturing Uptime Improvement Model | |
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References | |
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Integrating the Marketing and Manufacturing Strategies | |
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Beta's Pracor Division | |
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Market/Product Success Factors | |
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Volume and Market Growth Analysis | |
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Manufacturing Capability for Supporting Market/Volume Goals | |
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Performance by Plant and by Product Line | |
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The Plan | |
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Revised Pricing Strategy | |
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Plant Performance Requirements | |
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Other Actions Required | |
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The Expected Results | |
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Effect of Product Mix on Manufacturing Performance | |
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Beta's Leets Division--Rationalizing Customers and Markets | |
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Summary | |
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References | |
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Plant Design and Capital Project Practices | |
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The Design Process | |
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Design Objectives | |
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Key Questions | |
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Operations and Maintenance Input | |
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Estimating Life-Cycle Costs | |
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Additional Case Histories | |
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Payback Analysis--Too Simple and Too Expensive--Payback Is Hell! | |
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Summary | |
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References | |
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Procurement Practices | |
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A Model for Developing Strategic Alliances--Goose Creek Plant | |
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Supplier Selection | |
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Process for Improved Specifications for Equipment Reliability--Mossy Bottom Plant | |
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Improving Supplier Reliability--A Case Study | |
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Supply Chain Principles--A Strategic Approach | |
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References | |
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Stores/Parts Management Practices | |
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What Are Stores? | |
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The "Cost" of Stores | |
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What Stores Are Needed--Kind and Quantity | |
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Standardization | |
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The Store | |
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Contracting the Stores Function | |
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Key Performance Indicators | |
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Beta's Wheelwright Plant | |
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Spare Parts Criticality Ranking Model | |
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Summary | |
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References | |
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Installation Practices | |
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Follow Existing Standards and Procedures | |
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Verify and Use Appropriate Manufacturer Recommendations | |
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Installation and Commissioning of Rotating Machinery | |
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Flange and Joint Installation | |
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Workshop Support | |
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Housekeeping | |
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Use of the Pre-Destruction Authorization | |
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Summary | |
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References | |
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Operational Practices | |
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Improving Operating Practices to Reduce Maintenance Costs | |
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Consistency of Process Control | |
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Control Loops | |
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Process Conformance for Operational Excellence | |
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Operator Basic Care | |
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Establishing Operator Care/Ownership | |
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Shift Handover Process | |
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Production Planning | |
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Advanced Process Control Methods | |
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Summary | |
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References | |
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Maintenance Practices | |
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Going from Reactive to Proactive | |
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Beta's Repair Culture | |
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Maintenance Practices | |
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Preventive Maintenance | |
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Predictive Maintenance | |
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Beta's Current Predictive Maintenance Practices | |
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Beta's Predictive Maintenance Deployment Plan | |
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Proactive Maintenance | |
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Focused Factories and Maintenance Practices: Centralized vs. Decentralized Maintenance | |
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The Need for Integrating Preventive, Predictive, and Proactive Practices | |
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Life Extension Program | |
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Maintenance Practices and Safety Performance | |
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Summary | |
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References | |
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Optimizing the Preventive Maintenance Process | |
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First Things First | |
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Creating Equipment Histories from "Scratch" | |
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The Model | |
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Some Examples | |
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Case Histories | |
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Mechanical Integrity | |
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Summary | |
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References | |
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Implementing a Computerized Maintenance Management System | |
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Case History | |
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Reference | |
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Effective Use of Contractors in a Manufacturing Plant | |
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The Reliability Improvement Program | |
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Consolidating Maintenance Contractors | |
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What Happened? | |
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Lessons Learned | |
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Best Use of Contractors | |
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Summary | |
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References | |
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Total Productive and Reliability-Centered Maintenance | |
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Total Productive Maintenance Principles--TPM | |
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Reliability-Centered Maintenance Principles--RCM | |
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Case Study | |
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Some Additional Benefits | |
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Summary | |
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References | |
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Implementation of Reliability Processes | |
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Whamadyne's Journey to Manufacturing Excellence | |
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Whamadyne's Reliability Improvement Plan | |
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Results--World-Class Performance | |
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References | |
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Leadership and Organizational Behavior and Structure | |
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Leadership | |
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Organizational Issues | |
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Empowerment | |
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Empowerment as a Disabler | |
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The Reliability Process--A Better Way | |
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Reliability Improvement Teams | |
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Organizational Structure | |
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Mission Statements | |
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Communication of Performance Expectations | |
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Implementing Reliability and Manufacturing Excellence in a Union or Non-Union Plant | |
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Compensation | |
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Summary | |
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References | |
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Training | |
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The Strategic Training Plan | |
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Boss as Trainer | |
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Training Versus Learning | |
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Training for Pay | |
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Training in Appropriate Methodologies | |
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Multi-skilling and Cross-functional Training | |
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Intellectual Capital | |
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Closing | |
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References | |
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Performance Measurement | |
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Return on Net Assets or Return on Replacement Value | |
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Plant Age and Reliability | |
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Measure for Weaknesses | |
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References | |
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Epilogue | |
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Beta's 10-Point Plan | |
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World-Class Manufacturing: A Review of Several Key Success Factors | |
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Reliability Manager/Engineer Job Description | |
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Index | |