Lean for the process industries: dealing with complexity
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Boca Raton [u.a.]
CRC Press
2009
|
| Schlagwörter: | |
| Links: | http://www.loc.gov/catdir/enhancements/fy0916/2008051281-b.html http://www.loc.gov/catdir/enhancements/fy0916/2008051281-d.html http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018856661&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XXIII, 333 S. graph. Darst. 24 cm |
| ISBN: | 9781420078510 1420078518 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: Lean for the process industries
Autor: King, Peter L.
Jahr: 2009
Contents
Acknowledgments................................................................................xv
Introduction........................................................................................xvii
PART I Lean and the Process Industries
Chapter 1 Lean Overview: Principles and Tools...............................3
Origins of Lean............................................................................3
TPS Becomes the New Production Paradigm.........................6
Essence of Lean............................................................................8
Fourteen Lean Tools..................................................................11
Lean Tool 1: Value Stream Mapping (VSM).....................11
Lean Tool 2: Takt Time........................................................11
Lean Tool 3: Kaizen..............................................................12
Lean Tool 4: 5S......................................................................12
Lean Tool 5: Jidoka...............................................................12
Lean Tool 6: Single Minute Exchange of Dies (SMED) ....13
Lean Tool 7: Poka-Yoke........................................................13
Lean Tool 8: Five Whys........................................................13
Lean Tool 9: Standard Work...............................................13
Lean Tool 10: Total Productive Maintenance (TPM)......14
Lean Tool 11: Cellular Manufacturing..............................14
Lean Tool 12: Heijunka........................................................14
Lean Tool 13: Just-In-Time (Pull).......................................15
Lean Tool 14: Kanban..........................................................15
Further Information.................................................................15
Lean Today.................................................................................16
Summary....................................................................................17
Chapter 2 Distinguishing Characteristics
of Process Industry Manufacturing................................19
Process Industries versus Assembly Operations...................19
vi • Contents
Characteristics That Distinguish the Process
Industries....................................................................................21
The Three Vs: Volume, Variety, and Variability...............21
Capital Intensive versus Labor Intensive...........................22
Throughput Is Limited by Equipment Rather Than
by Labor.................................................................................23
Equipment Is Large and Difficult to Relocate...................24
Processes Are Difficult to Stop and Restart......................24
Product Changeover Issues Are Complex.........................24
Finished Product Inventory versus WIP...........................25
Hidden WIP..........................................................................26
Material Flow Patterns in Assembly and Process
Plants (SKU Fan Out)...........................................................26
Examples of V Type Process in Process Plants............28
Product Differentiation Points............................................32
Summary....................................................................................33
Chapter 3 The Seven (or Eight, or Nine) Wastes in the
Process Industries............................................................37
Value and Waste........................................................................37
Waste of Overproduction.........................................................38
Waste of Time on Hand (Waiting)........................................40
Waste in Transportation..........................................................42
Waste of Processing Itself........................................................43
Waste of Stock on Hand (Inventory).....................................44
Capacity Differences: Rate Synchronization.....................45
Bottleneck Protection..........................................................46
Campaign Sizes....................................................................46
Inappropriate Product Differentiation.............................46
Tank Heels.............................................................................47
Waste of Movement...................................................................47
Waste of Making Defective Parts...........................................48
Waste of Human Creativity.....................................................49
Time as a Waste.........................................................................50
Necessary versus Unnecessary Waste....................................51
Summary....................................................................................52
Contents • vii
PART II Seeing the Waste
Chapter 4 Value Stream Mapping the Process Industries..............57
Introduction to Value Stream Mapping.................................57
Benefits of a Value Stream Map...............................................58
Generating the Map..................................................................59
Direction of Flow......................................................................60
Product Families.......................................................................60
Takt and Cycle Time.................................................................61
TaktTime...............................................................................61
Cycle Time.............................................................................62
Takt Rate versus Takt Time.................................................63
Units of Production...................................................................63
Where to Begin.........................................................................66
Level of Detail...........................................................................66
Process Box................................................................................68
Data Boxes..................................................................................69
Customer Data Box..............................................................69
Process Step Data Box..........................................................70
Inventory Data Box..............................................................73
Transportation Data Box.....................................................74
Supplier Data Box.................................................................75
Information Flow......................................................................75
The Timeline..............................................................................78
An Example VSM......................................................................81
Additional VSM Best Practices...............................................81
Parallel Equipment...............................................................81
Logical Flow versus Geographic Arrangement...............84
Summary...................................................................................88
Chapter 5 Reading and Analyzing the Current State Value
Stream Map.......................................................................89
Analyzing the Current State Map...........................................89
Voice of the Customer.........................................................90
Waste.....................................................................................90
Non-Value-Adding Activities.............................................91
viii • Contents
Flow and Bottlenecks...........................................................91
Variability..............................................................................92
Other Opportunities............................................................92
Learning from Material Flow..................................................93
Learning from Information Flow............................................98
Tools to Get to Root Cause.....................................................101
The Five Whys (5W)...........................................................101
Detailed Process Mapping.................................................102
The Ishikawa Diagram.......................................................102
Cross-Functional Process Mapping.................................102
Creating the Future State VSM..............................................104
Summary..................................................................................107
PART HI
Lean Tools Needing Little Modification
Chapter 6 Total Productive Maintenance.......................................Ill
TPM and Lean Synergy..........................................................112
TPM in the Process Industries..............................................113
TPM and Reliability-Centered Maintenance......................114
The Benefits of TPM................................................................114
TPM Measures.........................................................................114
Overall Equipment Effectiveness......................................115
Availability......................................................................115
Performance...................................................................115
Quality.............................................................................116
UPtime.................................................................................116
Calculation of OEE and UPtime......................................118
Calculation of OEE........................................................118
Calculation of UPtime.................................................120
VSM Data Boxes: OEE or UPtime..................................120
Summary..................................................................................121
Chapter 7 Setup Reduction and SMED..........................................123
SMED and Its Origins...........................................................123
Contents • ix
SMED Concepts......................................................................124
Product Transitions in the Process Industries...................126
A Changeover Where All Tasks Are Completely
Manual.................................................................................127
A Changeover Completely in Chemistry
and/or Physics....................................................................128
A Changeover That Includes a Combination
of Manual Tasks and Chemistry/Physics.......................128
SMED beyond Product Changes...........................................130
A Non-Manufacturing Example...........................................131
Summary..................................................................................132
Chapter 8 Visual Management.......................................................135
Introduction to the Visual Plant...........................................135
Visual Work Area....................................................................137
Visual Displays.........................................................................138
Visual Scheduling....................................................................139
Andons......................................................................................144
Metrics......................................................................................144
Management by Sight and Frequent Communication.......145
Process Industry Challenges..................................................145
Summary..................................................................................147
Chapter 9 Kaizen Events.................................................................149
Kaizen by Specific Events.......................................................149
Quality Circles versus Kaizen Events...................................151
Steps in the Kaizen Event Process.........................................151
Planning...............................................................................152
Conducting the Event........................................................153
Following-Up......................................................................154
Appropriate Event Scope Areas............................................154
Kaizen Dangers: The Root Causes of Kaizen Failures.......155
Process Industry Unique Requirements..............................157
Kaizen Events as Six Sigma Projects.....................................158
Summary..................................................................................160
x • Contents
PART IV
Lean Tools Needing a Different Approach
Chapter 10 Finding, Managing, and Improving Bottlenecks.........163
Bottlenecks in Process Plants................................................163
Moving Bottlenecks................................................................165
Recognizing Covert Bottlenecks...........................................167
The Root Causes of Bottlenecks............................................168
Bottleneck Management: Theory of Constraints................171
Widening the Bottleneck: Lurking Bottlenecks..................174
Summary..................................................................................175
Chapter 11 Cellular Manufacturing in the Process Industries......177
The Process Layout (Pre-Cellular Manufacturing
in Assembly Plants).................................................................177
The Product Layout (Cellular Manufacturing
in Assembly Plants).................................................................178
Cell Application in the Process Industries..........................180
Typical Process Plant Equipment Configurations..............181
Virtual Cells.............................................................................185
Case Study: Virtual Cell Implementation in a
Synthetic Rubber Production Facility..............................189
The Result: Synthetic Rubber Virtual Work Cells.........193
Steps in Virtual Work Cell Design........................................195
Step 1: Start with the Current State Value Stream Map ..195
Step 2: Determine Preliminary Asset Groups or
Virtual Cells........................................................................196
Step 3: Determine Preliminary Product Groupings
(Group Technology)...........................................................196
Step 4: Assign Each Product Group to a
Manufacturing Cell.............................................................196
Step 5: Define a Few Swing Products...............................198
Step 6: Review the Plan......................................................198
Step 7: Document Virtual Cell Arrangements, Flow
Patterns, Product Lineups, and Operating Rules...........199
Step 8: Mark Each Cell Visually.......................................199
Contents • xi
Step 9: Modify Scheduling Processes Accordingly........199
Step 10: Ensure that Appropriate Managing
Processes Are in Place........................................................199
Summary..................................................................................201
Chapter 12 Product Wheels: Production Scheduling,
Production Sequencing, Production Leveling.............203
Solutions in Assembly Processes..........................................203
Process Industry Challenges.................................................205
A Process Industry Solution:
The Product Wheel Concept.................................................206
Product Wheel Design...........................................................209
Step 1: Determine Which Process Steps Should Be
Scheduled by Product Wheels..........................................211
Step 2: Analyze Product Demand Variability.................212
Step 3: Determine the Optimum Sequence.....................215
Step 4: Calculate Shortest Wheel Time Possible
(Available Time Model).....................................................216
Step 5: Estimate Economic Optimum Wheel Time
(the EOQ Model)................................................................217
Step 6: Determine the Wheel Time
(Making the Choice)..........................................................219
Step 7: Calculate Inventory Requirements.....................222
Step 8: Fine-Tune the Design............................................224
Step 9: Revise the Current Scheduling Process.............225
Step 10: Create a Visual Display......................................225
Benefits of Product Wheels...................................................226
Some Additional Points.........................................................227
Summary.................................................................................228
Chapter 13 Postponement in the Process Industries:
Finish to Order...............................................................229
Finish to Order........................................................................230
Examples of Finish to Order: FTO in Assembly................230
FTO in the Process Industries...............................................232
FTO within Process Plants.....................................................232
xii • Contents
The Benefits of FTO................................................................233
Example of FTO in a Process Plant.....................................234
A Further Example: Bond to Order......................................237
Summary.................................................................................240
Chapter 14 Pull Replenishment Systems..........................................241
What Is Pull?............................................................................241
Pull in Assembly.....................................................................243
Difficulties in Process Plants.................................................245
Push-Pull Interface................................................................246
ConWIP...................................................................................250
Development of Pull on the Sheet Goods Process.............254
Visual Signals..........................................................................258
When to Start Pulling: The Sequence
of Implementation..................................................................260
Creating Pull............................................................................261
Value Stream Focus................................................................263
Traditional Pull Strategies and Signals...............................265
Push in Real Life.....................................................................266
Summary.................................................................................267
Chapter 15 Supermarket Design.......................................................269
Understanding the Supermarket Concept...........................270
Inventory Types and Supermarkets......................................271
Inventory Components Denned: Cycle Stock and
Safety Stock..............................................................................272
Calculating Cycle Stock..........................................................275
Calculating Cycle Stock: Fixed Interval
Replenishment Model........................................................275
Calculating Cycle Stock: Fixed Quantity
Replenishment Model........................................................278
Calculating Safety Stock.........................................................281
Variability in Demand.......................................................281
Variability in Lead Time...................................................283
Combined Variability........................................................284
Cycle Service Level and Fill Rate.....................................284
Example: The Product Wheel for Forming Machine 1.....286
Contents • xiii
Alternatives to Safety Stock..................................................290
Signaling Methods..................................................................291
The Role of Forecasting.........................................................292
Summary..................................................................................293
Chapter 16 The Importance of Leadership and Robust
Business Processes.........................................................295
Business Practices and Targets.............................................296
ABC Classification.............................................................296
Customer Lead Times.......................................................297
Customer Service Levels...................................................298
MTS, MTO, and FTO.......................................................298
Demand Variability Analysis...........................................298
Protection (Safety Stock or Contingency Processes).... 299
SKU Rationalization..........................................................299
Integrated Business and Operations Planning..............300
Poor Business Practices.........................................................300
Dictating Low Safety Stock Levels..................................300
Expecting Abnormally Short Lead Times......................300
Expecting Perfect Customer Service................................301
Reducing Inventory at Year End.......................................301
Pulling Next Quarters Sales Ahead.................................301
Obsessing over Cost Reduction.......................................302
Inappropriate Use of Metrics................................................302
Summary.................................................................................303
PART V Appendices
Appendix A: Determination of Appropriate Raw
Material Inventory..............................................................................307
Appendix B: References.......................................................................311
Index....................................................................................................313
About the Author................................................................................333
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| id | DE-604.BV035962512 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T14:04:04Z |
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| language | English |
| lccn | 2008051281 |
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| owner_facet | DE-M347 |
| physical | XXIII, 333 S. graph. Darst. 24 cm |
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| spellingShingle | King, Peter L. Lean for the process industries dealing with complexity Manufacturing processes Process control Verarbeitende Industrie (DE-588)4133768-2 gnd Lean Production (DE-588)4287302-2 gnd |
| subject_GND | (DE-588)4133768-2 (DE-588)4287302-2 |
| title | Lean for the process industries dealing with complexity |
| title_auth | Lean for the process industries dealing with complexity |
| title_exact_search | Lean for the process industries dealing with complexity |
| title_full | Lean for the process industries dealing with complexity Peter L. King |
| title_fullStr | Lean for the process industries dealing with complexity Peter L. King |
| title_full_unstemmed | Lean for the process industries dealing with complexity Peter L. King |
| title_short | Lean for the process industries |
| title_sort | lean for the process industries dealing with complexity |
| title_sub | dealing with complexity |
| topic | Manufacturing processes Process control Verarbeitende Industrie (DE-588)4133768-2 gnd Lean Production (DE-588)4287302-2 gnd |
| topic_facet | Manufacturing processes Process control Verarbeitende Industrie Lean Production |
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