Stress Free Manufacturing Solutions

ISBN-13: 9781682230176 / Angielski / Miękka / 2016 / 110 str.

Ron Mueller

Opis

Stress Free Manufacturing Solutions Delivers maintainable solutions by combining; - the power of aiming with pareto charts, - Focusing on a phenomenon - narrowing the options with cause and effect - driving to root cause with why-why analysis. Have you been using the Five Why's and still have too many problems? Are you facing another repeat problem? Are you being told that outside help is needed? Are you strapped for time and feel there is not enough time to get it done right the first time? Value Stream Problems cause losses in production, productivity, organization effectiveness, sleep. Stress Free Manufacturing Solutions delivers rapid, efficient, effective, and maintainable root cause solutions. It combines and orchestrates the various problem solving tools into a thunderous crescendo ending in the cannon blast of root cause solution success. Problems are solved, Productivity goes up, the Stress in the work area goes down. Your future is bright. The rest of the Story: The production line stops. The call for help is made. Demanding customers get less than they ordered. The Vice presidents valiantly give assurances of a quick fix. Numerous problem solving actions are implemented but the problem reoccurs or in many cases continues un-abetted. Good intentions but not the required solution impact. Then promise of Stress Free Manufacturing Problem Solving, Learning To See with the Mind and the Eye and the promise of "Money to the bank is recalled. "Give me a week and five key production area people. We will give you the root cause solution," replies the problem solver as he brandishes his Stress Free Manufacturing Problem Solving book. "I can't free up that many people for that amount of time. They are too busy keeping the line running. Let's get some engineers or those process improvement folks," is a common reply. "That's fine call me when you all have the people and the time," is the problem solver's reply. The people and the time are grudgingly agreed to and production line cooperation is assured. The team of five convene. 1. The operator closest to the problem knows it is hopeless. 2. The maintenance technician knows his area will be blamed. 3. The young degreed process engineer figures her career is over. 4. The data hunter resource is willing but confused. 5. And the person responsible for the final resolution has said their prayers and sent out their resume. The group is ready to become a team. The problem prevails. The team is asked to define the problem. What is the Phenomenon that the team must solve? "What is a phenomenon," asks one of the team members who gets support from all the rest. This is team building at its best. They learn phenomenon and all the rest. The thesis are written for each cause and effect. The testing is rigorously done. True Causes go into the Why-Why Analysis and countermeasures get identified. The team solves the problem and a few more. Like all heroes they get recognized as the best. The line keeps running, the product is shipped. The Stress if over and people feel free. Stress Free."