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Making Common Sense Common Practice Models for Operational Excellence
Models for Operational Excellence, 5th Edition
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About this title
Reliabilityweb.com® and MRO-Zone are pleased to announce the 5th edition of Making Common Sense Common Practice: Models for Operational Excellence. The 5th edition includes several changes and additions, including a model for determining whether your company is ready to apply lean manufacturing principles (many are not); a new case study that clearly demonstrates the value of applying lifecycle cost principles in capital projects; an additional, and more simplistic, model for helping determine what spares to carry in the storeroom; additional data about the risk of inducing defects and failures during startup; a new way of linking maintenance safety and production process safety into an integrated approach; an updated model for PM optimization; an updated section on asset management; and a new section on performance measurement principles, including an update on leading and lagging indicators. In addition, numerous editorial changes were made to assure clarity and accuracy in the book. We hope you will benefit from and enjoy this latest edition.
An in-depth view into the best practices of the best manufacturing companies in the world. This book presents proven models for achieving world-class performance. Using a case study of a fictional company called Beta International, Moore illustrates how to increase uptime, lower costs, increase market share, maximize asset utilization, apply benchmarks and best practices, ultimately increasing your company's performance. Gain an expert view of plant design, procurement, parts management, installation and maintenance, training, and implementation of a computerized maintenance management system. In discussing the success and failure of the world's premier manufacturers, Moore outlines a stable path of growth for almost any manufacturing company. In today's tough competitive markets, this valuable information greatly enhances your company's chance to succeed and profit.
"Making Common Sense Common Practice picks up where Lean Thinking left off. It fills in the gaps, and more importantly, provides the 'how' of implementing Lean Manufacturing."
Lyle Bickley, Process Improvement Engineer, Thomas Steel Strip
"The book...combines in-depth insights... (and) brings cohesion and integration to the range of topic areas."
Steve Brown, School of Business and Economics, University of Exeter, UK
"...your book is a major enlightenment and education...(It) should be considered Manufacturing 101."
Rick Newman, Operations Leader, Owens Corning, Denver Roofing
"...the book offer(s) profound knowledge that supports a journey to world class performance."
Klaus Blache, General Motors Corporation & Chairman, Society for Maintenance and Reliability Professionals
Acerca del Autor - Ron Moore
Ron Moore is Managing Partner of The RM Group, Inc., and an internationally recognized authority on strategies and practices for manufacturing and operational excellence. He travels worldwide, typically working with large manufacturing and industrial companies in North and South America, Europe, Australia, Africa, and Asia.
Prior to The RM Group, Ron served for five years as President of Computational Systems, Inc (CSI), a supplier of industrial equipment condition monitoring technologies, principally instruments and software for vibration, oil, infrared, and ultrasonic monitoring and analysis of industrial equipment condition. During his tenure, the company grew at 30% per year, while concurrently maintaining healthy profits and cash position, and a strong balance sheet. Prior to that, he worked for several companies that served industrial operations and manufacturers, mostly in nuclear and fossil power stations, but also designing nuclear submarines. He holds BS and MS degrees in Mechanical Engineering from the University of New Hampshire, a MBA from the University of New Haven, and is a Certified Maintenance and Reliability Professional.
Ron lives in Knoxville, Tennessee with his wife Kathy.