Lean for the process industries: dealing with complexity
Compared to its widespread implementation across almost all areas of production, Lean improvement efforts lag within the process industries. While, a number of innovators have successfully applied Lean principles to these industries over the last two decades, most of those pioneering efforts were never recorded to guide the improvement efforts of others. Drawing on 40 years of application experience at one of the world's largest chemical and materials manufacturers, 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 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 systemically eliminate them Provides process-oriented modifications that will enhance the usefulness of Cellular Manufacturing, Heijunka Production Leveling, and Pull Replenishment Systems Discusses the role of process operations management in a Lean strategy Whether you are manufacturing consumer products such as foods, paints, and pharmaceuticals, or materials such as bulk chemicals, sheet goods, and synthetic fibers, this book shows you how to achieve that enviable level of performance where continual improvement becomes inherent to your processes.
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Principles and Tools
The Seven or Eight or Nine Wastes in
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batch beneﬁts bonder bottleneck calculation capacity cell cellular manufacturing cess changeover concepts ConWIP create customer demand cycle stock data box defects deﬁned differentiation eliminate EPEI example factors ﬁber Figure ﬁlm ﬁnal ﬁnished product inventory ﬁrst ﬁve ﬁxed ﬂoor Forming Machine future state VSM heijunka Iapanese implementation improvement inﬂuence information ﬂow kaizen events kanban labor lead lean thinking Lean Tool maintenance master rolls material ﬂow needed Ohno Ohno’s overproduction pellets percent performance Poka-yoke process equipment process industries process operations process plants process step product differentiation product wheel quantity raw material reduce Rolls/hr root causes safety stock scheduling setup signiﬁcant signiﬁcantly Six Sigma SKUs slit rolls slitters SMED speciﬁc storage supermarket supply chain Taiichi Ohno takt tank tasks throughput Total Productive Maintenance Toyota Production System typically UPtime value stream map variety waste yield losses