Lean TPM: A Blueprint for Change

212 Pages·2004·6.63 MB·English

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Lean TPM
A Blueprint for Change
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Lean TPM
A Blueprint for Change
Dennis McCarthy and Dr Nick Rich
AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD
PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO
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Elsevier Butterworth-Heinemann
Linacre House,Jordan Hill,Oxford OX2 8DP
200 Wheeler Road,Burlington,MA 01803
First published 2004
Copyright ©2004,Elsevier Ltd. All rights reserved
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Contents
Foreword ix
Preface xi
Acknowledgements xiii
List of abbreviations xvii
1 The business of survival and growth 1
1.1 The new competitive conditions 1
1.2 Silver bullets,initiative fatigue and fashionable
management 3
1.3 Why programmes fail 4
1.4 The value of a compelling vision 10
1.5 Leading the improvement process 13
1.6 Lean TPM 18
1.7 Summary:The foundation for a better improvement
model 21
Bibliography 23
2 Lean TPM 24
2.1 Achieving the right balance 24
2.2 The origins of Lean Thinking 25
2.3 The origins of TPM 31
2.4 In summary,what does Lean TPM offer? 36
2.5 Tackling the hidden waste treasure map 37
2.6 The integrated route map 39
2.7 Summary 47
Bibliography 47
3 The change mandate:A top-down/bottom-up partnership 49
3.1 The Lean change mandate 49
3.2 Changing the business model 53
3.3 The senior manager role 56
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vi Contents
3.4 The middle/first line manager role 68
3.5 Calculating the overall equipment effectiveness 74
3.6 Shopfloor team 77
3.7 Summary 82
Bibliography 83
4 Transforming the business model 85
4.1 Transformation and the business model 85
4.2 The scope of the change process 85
4.3 Change team roles 87
4.4 Setting and raising standards 89
4.5 Implementing ‘local’policy 90
4.6 Operations team 92
4.7 Specialists 92
4.8 Facilitation 94
4.9 Summary 95
Bibliography 96
5 Process stabilisation 97
5.1 Stabilising processes 97
5.2 The recipe for low inventory,high flow and stable
operations 97
5.3 Setting work standards 104
5.4 Leading the implementation of standards 107
5.5 Establishing operator asset care 109
5.6 Understanding the voice of the customer 110
5.7 Visualising the value stream 115
5.8 The process of stabilisation:The free-flowing
materials map 119
5.9 Locking in the recipe for low inventory,high flow
operation delivering zero breakdowns and self-managed
teamwork 123
5.10 Summary 125
Bibliography 126
6 Process optimisation 127
6.1 Introduction to the challenge 127
6.2 Changing drivers 128
6.3 Springing the strategy trap 134
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Contents vii
6.4 Creating flexible organisations 136
6.5 The optimisation process 137
6.6 Early Management (EM) 151
6.7 Capability development 156
6.8 Summary 161
Bibliography 163
7 Sustaining the improvement drive 164
7.1 Introduction 164
7.2 Sustainability at the management level 165
7.3 The operations level of improvement 175
7.4 Summary 182
Bibliography 183
8 Conclusions 184
8.1 Reflections 184
Index 191
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Foreword
If European manufacturers are going to succeed and prosper for the
future, they need to drive the necessary productivity and hence
competitiveness by unlocking the potential of their biggest asset: their
people.
I am delighted,therefore,to support my colleagues,Dennis McCarthy
and Nick Rich, in the publication of this book. I have been a long and
passionate advocate of TPM since my visits to Japan in the early
1990s. As an example, I fondly remember being told by the Japanese
Managing Director of a recognised World Class manufacturer and
TPM practitioner that:
. . . in the ‘50s and ‘60s we had ‘M’for Manufacturing. In the ‘70s
we had ‘IM’ for Integrated Manufacturing. In the ‘80s we had
‘CIM’ for Computer Integrated Manufacturing . . . He paused for
a moment and then added For the remainder of this decade and
2000 and beyond, my company is going to be pursuing ‘CHIM’:
Computer Human Integrated Manufacturing . . . We have decided
to re-introduce the human being into our workplace!
Today, some 12 years later, my interpretation of that powerful
message is that it certainly represents a challenge for all of us to
develop and harness people’s skills – not just hand/operational skills,
but team-working and problem-solving skills – to deliver the techno-
logical advantage that increasing speed,high precision and automation
of equipment and processes will apparently give us. Perhaps naively,
I think of ‘Lean’as increasing the velocity from customer order to the
receipt of the goods and payment of invoice, through the elimination
of waste in all its forms. Fortunately, most of the human race abhors
waste. So, if the agenda is explained clearly regarding why we need
to continuously improve to drive out waste and we involve people
throughout the organisation from the bottom up in that goal, then the
company or enterprise stands a better chance of survival and indeed
sustainable growth. Lean does not work without highly reliable and
predictable machines and processes. You only get this result through