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CITATION

Ignizio, James. Optimizing Factory Performance: Cost-Effective Ways to Achieve Significant and Sustainable Improvement. US: McGraw-Hill, 2009.

Optimizing Factory Performance: Cost-Effective Ways to Achieve Significant and Sustainable Improvement

Authors: James Ignizio

Published:  July 2009

eISBN: 9780071632867 0071632867 | ISBN: 9780071632850
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  • Contents
  • Foreword
  • Preface
  • Acknowledgments
  • Chapter 1 Introduction
  • Manufacturing and Its Importance
  • Background and Motivation
  • The Three Dimensions of Manufacturing
  • Purpose of This Book
  • Introduction to Muddle, Inc.
  • Overview of the Material to Follow
  • Chapter Summary
  • Case Study 1: Little Things Mean (and Indicate) a Lot
  • Chapter 1 Exercises
  • Chapter 2 History—and Implications
  • Don’t Know or Care Much About History?
  • History Up to and Including World War II
  • Sun Tzu; the Battle of Thermopylae
  • The Arsenal of Venice
  • Matthew Boulton and the Soho Factory
  • The American System of Manufacturing
  • Scientific Management
  • Bomber an Hour
  • Operational Research in World War II
  • Training Within Industry (TWI)
  • History: Post–World War II to Present
  • Apollo Manned Moon Landing Program
  • The Present: Lean Manufacturing
  • Six Sigma
  • A Question: Why Toyota?
  • The Need for Speed
  • Chapter Summary: The Path from Art to Science
  • Case Study 2: A Little Bit of History
  • Chapter 3 Terminology, Notation, and Definitions
  • A Proper Foundation
  • The Factory: Definition and Purpose
  • Factory Process-Flow Models
  • Workstation-Centric Model—and Reentrancy
  • Process-Step-Centric Models
  • Factory Definitions and Terminology
  • Factory Types
  • Jobs and Events
  • Job Types and Configurations
  • Event Types
  • Job States
  • Workstations, Machines, and Process Steps
  • Workstations
  • Machines
  • Machine States
  • Process Steps
  • Personnel
  • Factory Worker Assignments
  • Factory Worker States
  • Performance Measures
  • Notation
  • Process-Step Performance
  • Machine Performance
  • Workstation Performance
  • Factory Performance
  • Putting It All Together
  • Chapter Summary
  • Case Study 3: Dan Is Not Amused
  • Chapter 3 Exercises
  • Chapter 4 Running a Factory: In Two Dimensions
  • The Attributes of the Factory
  • Problem Statement
  • Problem Solution
  • Your Intuition Is Likely to Be Wrong
  • What About Lean Manufacturing?
  • Chapter Summary
  • Case Study 4: Professor Aristotle Leonidas
  • Chapter 4 Exercises
  • Chapter 5 Variability
  • Measuring Variability
  • CoV = Coefficient of Variability
  • C[sub(AR)] = Coefficient of Variability of Arrivals
  • C[sub(PT)] = Coefficient of Variability of Raw Process Times
  • C[sub(ept)] = Coefficient of Variability of Effective Process Times
  • Fundamental Equation One
  • Fundamental Equation Two
  • Fundamental Equation Three
  • Capacity and Variability
  • Chapter Summary
  • Case Study 5: Just Who Is Winston Smith?
  • Chapter 5 Exercises
  • Chapter 6 Running a Factory: In Three Dimensions
  • Factory Attributes
  • Greedy Heuristic Solution
  • Reducing Variability Trumps Increasing Capacity
  • Returning to the Five-Workstation Problem
  • Chapter Summary
  • Case Study 6: Room 101
  • Chapter 6 Exercises
  • Chapter 7 Three Holistic Performance Curves
  • Factory Operating Curve
  • Load-Adjusted Cycle-Time Efficiency
  • Factory Profit Curve
  • Chapter Summary
  • Case Study 7: In the Hot Seat
  • Chapter 7 Exercises
  • Chapter 8 Factory Performance Metrics: The Good, the Bad, and the Ugly
  • Waddington Effect and Plot
  • M-Ratio
  • Availability Profile Plot
  • Cycle-Time Contribution Factor
  • Degrees of Reentrancy
  • Some “Bad” and “Ugly” Performance Metrics
  • Inventory and Wip Turns
  • Moves
  • Utilization
  • Cost
  • Games People Play
  • Gaming Lacte
  • Gaming the Waddington Effect Plot and M-Ratio Metric
  • Gaming Cost
  • Gaming Moves and Utilization
  • Gaming Is Widespread
  • Chapter Summary
  • Case Study 8: Intrigue in the Parts Warehouse
  • Chapter 8 Exercises
  • Chapter 9 A Transition: From Words to Deeds
  • Chapters 1 Through 8: A Look Back
  • Chapters 10 Through 15: A Look Forward
  • Chapter Summary
  • Case Study 9: Everybody’s Doing It!
  • Chapter 10 Reducing Complexity
  • Process Steps
  • Degrees of Reentrancy
  • Maintenance Specifications
  • Operating Specifications
  • Workspace Organization (Decluttering)
  • Workstation Run Rules
  • “Brown Bess” and Waddington Analysis
  • Chapter Summary
  • Case Study 10: Midcourse Correction
  • Chapter 10 Exercises
  • Chapter 11 Reducing Variability
  • Batch Sizes and Variability
  • Factory Starts Protocols and Variability
  • Maintenance Event Scheduling and Variability
  • Maintenance Personnel Allocation
  • Spares and Supplies Location and Variability
  • Spares and Supplies Inventory Levels and Variability
  • Chasing WIP Bubbles and Variability
  • WIP Management Schemes and Variablity
  • Chapter Summary
  • Case Study 11: Hurry Up . . . and Pay the Price
  • Chapter 11 Exercises
  • Chapter 12 The 12-Workstation Model Revisited
  • The Attributes of the Factory
  • Problem Statement
  • Problem Solution
  • Heuristic Process in Detail
  • Chapter Summary
  • Case Study 12: Pay the Piper
  • Chapter 12 Exercises
  • Chapter 13 The Fundamental Model of Manufacturing
  • A Review of Capacity
  • The Fundamental Model
  • Solution via SOLVER
  • Solution to Second Example
  • Multiple Machines, Operations, and Products
  • The Fallacy of Flexibility
  • Operation-to-Machine Dedications: An Overview
  • Operation-to-Machine Dedications: The Basic Model
  • Definitions
  • Operation-to-Machine Dedications: An Illustration
  • Estimating Maximum Sustainable Capacity
  • Chapter Summary
  • Case Study 13: It’s Showtime
  • Chapter 13 Exercises
  • Chapter 14 The Elements of Success
  • Dos and Don’ts
  • A Center for Manufacturing Science
  • Leaders versus Managers
  • Education and Training
  • What About Lean Manufacturing, etc?
  • Outside Consultants
  • Chapter Summary
  • Case Study 14: What’s the Weather Like in Fargo?
  • Chapter 15 Summary and Conclusions
  • The Ideal Factory
  • Approaching the Ideal
  • Zara: A Manufacturing Role Model
  • Conclusion
  • Case Study 15: Five Years Later
  • Brad Simmons and Sally Swindel-Simmons
  • Julia Austen-Smith and Winston Smith
  • Dan Ryan
  • Professor Aristotle Leonidas
  • Benedict “Ben” Arnold
  • Donna Garcia
  • Tommy Jenkins
  • Marvin Muddle
  • Bibliography
  • Index