They compare, among a variety of indicators, how well our company does against a variety of other companies, and endeavor to change the way maintenance is done. James Correll and Kevin Herbert will show you how in this new edition of Gaining Control. Once a proper maintenance process is established, the plant will continue improvement by adopting more proactive maintenance approaches in a staged and measured environment. Combining new software, technologies, and processes with tried-and-true methods, this revised edition of a classic text will help you take command of your facilities and improve all aspects of performance. Pages can include limited notes and highlighting, and the copy can include previous owner inscriptions. Based on the book by E. The product of increased margins and output in each stage creates a geometric growth in profitability, returning excellent results on our invested assets.
Strategic Asset Management is a comprehensive program, exercised over a strategic planning horizon, that systematically creates value from the plant investment. New technologies present new opportunities and the increasing demands for responsiveness and flexibility mean that manufacturing must have levels of control never imagined twenty-five years ago. But more importantly, the volume of product increases with each stage. The components of planned maintenance are illustrated below. The plant exists only for one reason-to produce as much product as possible, to specification and delivery schedules, at the lowest sustainable price 2. Plant Scheduling and Capacity Management Course This course is filled with practical advice on how to plan resources, schedule work, and manage capacities in batch, flow, and cellular environments. May be without endpapers or title page.
The authors explore methodologies like Finite Capacity Scheduling and Advanced Planning and Scheduling, pointing out pitfalls and potentialities and showing you how to implement planning and scheduling enhancements across the entire business. Each major factor of implementation is identified. This is an online book created to provide students with additional resources while reading the novel Charlottes Web. First, most of the other companies under comparison are only marginally better than ours. At this time products will need to be replaced and repairs will. When the new system is operational, they are off to their new project.
This course is designed for anyone who wants to go beyond the daily problems that take place on most shop floors and create an environment with a built-in competitive edge. It represents a comprehensive, top-down approach to managing plant equipment and people for maximum profitability. Our goal, then, will always be to manage our resources to gain profits, while safeguarding our people, property, community and environment. To facilitate the learning experience, you will follow the story of Brian Miller, a manager in the out-of-control Hayes Tractor Company, as he and his colleagues learn the details of capacity and priority management, implement them successfully and then continue on the quest for improvement and venture into the future on their journey to Oliver Wight Class A Business Excellence certification. Why are costs continually rising, and what can be done to curb them? Following the example of Hayes, you'll learn how to apply these best practices to your own operation, leading to better control, higher efficiency, and more satisfied employees and customers.
Gain Control of your Operation!. When equipment health is excellent, there is less labor and parts required than for a continuous repair operation. Relationships and personal prejudices will be realigned 3. Implementation requires the proper structure, measures, information and commitment. Then, they reveal the proven and effective strategies that Oliver Wight uses to help businesses with these issues gain control of their production resources for more effective deploymentwhether the resources are people, processes, or machines.
The business world is more challenging than ever. Our first step is to identify the potential capacity of the plant, and the profitability available. The most important part to emphasize, however, is that there is a logical and optimum progression to all these pieces to improving asset management practices. By describing the role of maintenance, operations, engineering, accounting and management in the improvement cycle, the plant can guide creation of a strategic plan for improvement, tied with bottom-line performance expectations. It's single most important feature is in its fact-based management of the potential profitability of a plant, based on market conditions and variables within the control of management. Yes, but only as a byproduct.
Used textbooks do not come with supplemental materials. Reading copies and binding copies fall into this category. Following the example of Hayes, you'll learn how to apply these best practices to your own operation, leading to better control, higher efficiency, and more satisfied employees and customers. Possible loose bindings, highlighting, cocked spine or torn dust jackets. Once a business model is developed, each party sets goals and works toward a combined action plan.
In addition, specific steps are identified to follow along with the formulae for calculating performance metrics. The drive came in 1 and 4 quadrant configurations. He was formerly Eastman Kodak's director of supply chain management-logistics for Europe, Africa, and the Middle East. An added feature in this new edition is the introduction of the expectations of excellence as described in the Oliver Wight Class A Checklist for Business Excellence, Sixth Edition, along with the associated processes. This reliable resource includes real solutions for measurable improvements in effectiveness, employee engagement, and morale.
Correll's business cards which were inside book. It's rare that they consult with operators or maintainers about the ease of keeping the equipment and processes running. The instructors will show you how to gain control of your manufacturing operations by implementing and using the tools and techniques available today. By following its manager, Brian Miller, you'll observe all-too-recognizable problems - from meeting orders in a timely fashion to securing the right people and parts - learn what can be done to solve them, then apply the solutions to your own situation. The answer is in gaining control of the factory floor, often referred to as 'closing the loop,' and this book shows you how. To improve will require fundamental changes in discipline and culture, beginning with the management team. This empirical model describes five stages of mastery that create a foundation of improved performance with growth potential continuing over a ten-year period.