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 many innovators have successfully applied Lean principles to these industries during the past three decades, most of those pioneering efforts were never...

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Bibliographic Details
Main Author King, Peter L. (Author)
Format Electronic eBook
LanguageEnglish
Published Boca Raton : Taylor & Francis, Routledge, 2019.
EditionSecond edition.
Subjects
Lean manufacturing.
Manufacturing processes.
Process control.
elektronické knihy
electronic books
Online AccessFull text
ISBN9780429400155
0429400152
9780429681738
0429681739
9780429681714
0429681712
9780429681721
0429681720
9780367023324
0367023326
Physical Description1 online resource

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Table of Contents:
  • 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
  • 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
  • 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)
  • 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
  • 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

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