288 storage organization, 15-16 unnecessary items, 11-12 workplace organization, 13-14 Client factory, 129-30 Clockwork management style, 23-24 Company goals and improvement teams, 35-36 Companywide conservation campaign, 198-204 Computer-aided design (CAD), 190, appendix C Computer-aided manufacturing (CAM), 190, appendix C Computer-integrated manufacturing (CIM), 67, 185, 191 Coupled manufacturing, 81-90 fishbowl discussion method, 85-86, appendix A independent production and, 82-83 interprocess connections, 84-85 push system and, 81 stores system and, 81 Cross-training, 76 chart of, 157 drawbacks of, 153 existing job groups and, 156 implementation of, 153 and production scheduling, 169 quick changeover and, 161 Current conditions, study of, 43 employee suspicion of, 61 Customer, as user, 163 Customer satisfaction, 4 Customer needs, manufacturing to meet, 48 Defect production, elimination of, 74,202 Defect rate, 113 Defect related problems, 114-15 Designated PM equipment, 93, 94 Index Developing suppliers, 123-32 IE methods and, 127-28 in-house specialists and, 126 mutual relationship and, 124-25 supplier group, 129 Dress code, 102 Educational displays, 149 Efficiency control, 175-84 product families and, 179 standard times and, 181 station-specific goals and, 176 work loads and, 184 Eliminating waste, 133-42 study groups and, 138-39 Employee empowerment, 143-52 educational displays and, 149 improvement corners and, 143, 145-52 low-cost automation and, 151 Employee goals, improvement teams and, 35-36 Energy, conservation of, 195-204 Equipment maintenance, 91-100 focused improvement, 97-100 maintenance logs, 93 preventive maintenance, 91 Factory automation (FA), 185, 189 Fishbowl discussion method, 85-87, 222, appendix A Flexible management systems (FMS), 66, 190 Focused improvement, 97-100 Goals, strategic and tactical, 6-7 IE methods, 127-28
Improvement corner, 143, 145-52 implementation of first, 145 Improvement suggestion system, 31 management evaluation of, 32 and manufacturing value analysis, 60 Improvement teams, 29 after-work activities and, 37-38 autonomous improvements and, 33-34 company goals and, 35-36 employee goals and, 35-36 and employee motivation, 30 improvement suggestion system, 31-32,60 and manufacturing value analysis, 61 role of, 38 In-house specialists, 126 In-process inventory. See Work-in-process (WIP) Inspection, 10 and complacency, 113 Instant changeover, 56 lnterprocess connections, 84-85 Inventory pallets, 84-85 Inventory-reduction handbook, 44 Inventory-reduction campaign, 42 ISO 9000, 222-23 Job rotation, 153, 158 Kanban cards, 85 Large-scale integrated circuits (LSis), 185 Lead time, reduction of, 39 inventory reduction campaign and,42-43 process quantity reduction, 24 waste and, 41 Leading technology, 205, 211 Low-cost automation (LCA), 150 Maintenance logs, 93 Management style all-weather style, 27-28 baseball style, 25-26 chain-gang style, 20 clockwork style, 23-24 organization chart and, 21-22 Manufacturer/ supplier relationship, 124-25 Manufacturing value analysis (MVA), 59-69 activities of, 59 computer-integrated manufacturing and, 67 employee suggestion system and, 60 flexible management systems and, 66 goal of, 59 improvement groups and, 61 instability of, 66 joint study group, 127 operation improvement sheets and, 62 value engineering and, 66 Master technicians and operators, 144-52 Materials, conservation of, 195-204 Mechanical breakdowns, prevention of, 91 Methods time measurement (MTM), 179 Mistake-proofing (poka-yoke) devices, 120, 122 Modular arrangement of predetermined times system (MODAPTS), 179 Monitoring as waste, 72 Morioka Seiko, ix, appendix C Morning meetings, 103 Multilevel meetings, 26 289 Index
290 Nikkan Kogyo Shimbunsha, ix Numerically controlled (NC) machines, 18 5 production manager's recognition of, 187 Office automation (OA), 185, 189 One-cycle process, 71 One-page standard, 74, 76 and elimination of waste, 140 Operation improvement sheets, 62, appendix B Operator-machine (0-M) charts, 62, 76, appendix B Organization chart, 21 Overproduction, 51 Point of production (POP) information management, 185, 189-90, appendix C Poka-yoke (mistake-proofing) devices, 120, 122 PPORF. See Practical program of revolutions in factories; 20 Keys PPORF prize, 217, 219 Practical program of revolutions in factories (PPORF), 2 and customer satisfaction, 4 Predetermined motion time study (PTMS), 179 Preventive maintenance (PM), 91 operator's role in, 95-96 study groups, 93 Problems, defect related, 114-15 Process quantity reduction, 45 Product families, 178 Production leveling, 4 7 Production line imbalances, 71, 74 Production scheduling, 163-73 Index ledger-based, 164 raw materials and, 167 start/completion board and, 165 Productivity improvement, 7, 220 graph, 220 QCD (quality, cost, and delivery), vii, 2,4-6 Quality assurance (QA) system, 113-22 inspection system and, 113, 114 quality control and, 116 zero complaints and, 113 Quality control (QC), 116 Quick changeover technology, 49-58 changeover demonstration, 53, 55 and cross-training, 161 lack of understanding of, 50 management methods for, 52 operation improvement sheets, 53, 62 overproduction and, 51 and quality assurance, 119 small-lot production and, 49 Quick file retrieval, 49 Raw materials in production scheduling, 167 Reengineering, 1 Safety, 5, 7 Seiko. See Case studies Single changeover, 49-58 Site technology, 205-13 Skill versatility, 15 3 Small-lot production, 49 Source inspection, 117 Standard times for operations, 181 Stan/completion board, 165 Station-specific goals, 176
Stock organization, 17-18 important points, 17 Storage organization, 15-16 important points, 15 problems in the, 16 Strategic goals, 6-7 Strategic information systems (SIS), 67, 185, 192, 193 Supplier group, 129 Surprise inspection, 17 Swordmaker folktale, 154 Synergy, vii, 3, 5-6 Systemization of equipment, 46 Systemization of methodology, 46 Tactical goals, 6-7 Time control and commitment, 1 0 1-11. See also Time policies Time policies, 1 0 1 and employee adjusted hours, 102 habitual conformance to, 105 morning meetings and, 103 Treasure map for waste, 133, appendix B creating a, 137 Unnecessary items, 11-12 important points, 11 problems in the, 12 Value, 133, 135 Value engineering (VE), 66 and developing suppliers, 123 joint study group, 127 Very large scale integrated circuits (VSLis), 186 Waste. See also Eliminating waste defined, 133 dispelling ignorance of, 134 elimination from coupling points, 65 and lead time reduction, 41 monitoring as a form of, 72 overproduction as a form of, 41 unnecessary motion as a form of, 108 Windfall Products, ix, appendix D Work assignments, posting of, 107 and eliminating waste, 140 Work day, formal start and stop of, 103 Work factor (WF) method, 179 Work group responsibility, 13 Work-in-process (WIP), 11 and production scheduling, 167 and shortening lead time, 39-48 special-purpose carts and, 13 Work loads, balancing of, 184 Workplace organization, 13-14 important points, 13 problems in the, 14 Zero complaints, 113 Zero monitor manufacturing, 71-80 cross-training and, 76 defect production and, 7 4 establishment of, 71 0-M charts and, 76 one-cycle process, 71 one-page standard and, 74, 76 and quality assurance, 119 waste and, 72 291 Index