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Making Common Sense Common Practice Models for Manufacturing Excellence

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ISBN-10: 0750678216

ISBN-13: 9780750678216

Edition: 3rd 2004 (Revised)

Authors: Ron Moore

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This text presents the best practices and proven models from manufacturing companies, by exploring the successes and failures that have led to a stable path of growth for any company.
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Book details

Edition: 3rd
Copyright year: 2004
Publisher: Elsevier Science & Technology Books
Publication date: 5/7/2004
Binding: Paperback
Pages: 478
Size: 6.00" wide x 8.75" long x 1.25" tall
Weight: 1.738
Language: English

Ron Moore, P.E., is the managing partner of The RM Group, Inc., and an internationally recognized authority on reliability, manufacturing, and maintenance strategies. He has also been president of Computational Systems, Inc., a supplier of instruments and software to manufacturing companies. Moore holds BS and MS degrees in mechanical engineering from the University of New Hampshire and an MBA from the University of New Haven and is conversational in Russian.

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