Where Do We Start Our Improvement Program?

Where Do We Start Our Improvement Program?

Business Level Failure Mode and Effects Analysis with Methodology and Case Studies


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About this title

This book provides guidance in answering answer the following questions:

  1. Where should we start with our improvement effort?
  2. What improvement tools best apply to the opportunities we identify?
  3. Which ones provide the greatest return for the least amount of investment?

Most engineers are familiar with failure modes and effects analysis (FMEA), a technique for improving machinery and equipment reliability by analyzing its functional requirements, failure modes and effects, and then taking appropriate action better manage those potential failures. However, in using these principles, this book does not focus on a given machine and its failure modes, but rather focuses on the business, specifically analyzing a production line or process at an operating to determine where the major business opportunities are relative to the gross profit associated with improved production, or reducing any extraordinary costs.

The purpose of this book is to illustrate the methodology, and then provide numerous examples of how the technique can be applied in varying circumstances, helping you prioritize your efforts.

Preview Chapter 1


"This is another excellent book by Ron Moore. I feel this is excellent supplemental reading for Mr. Moore’s other books, Making Common Sense Common Practice and What Tool? When? Moore’s Business Level Failure Mode and Effects Analysis Methodology is a very powerful tool. This book provides several case studies and elaborates on this methodology. This book is also good as a “stand alone” read for those interested in applying this tool. I attended a Business Level Failure Modes and Effects Analysis workshop conducted by Moore at the BP Refinery in Whiting, Indiana. Felt the workshop delivered significant value and was most well received by BP upper management."

Michael Eisenbise, BP Reliability Process Implementation Specialist for BP Refining


Part I - The Methodology

Chapter 1
The Manufacturing Plant as a Business System
The Scene
A Business System
The Analysis Methodology
Typical Results
Selecting the Right Tools

Part II - Case Studies

Chapter 2: The Allen Central Plant – Automotive
Chapter 3: The Swampton Plant – Chemicals
Chapter 4: The Martin Plant – Pet Food
Chapter 5: The Beaver Creek Plant – Steel
Chapter 6: The Van Lear Plant – Steel
Chapter 7: The Blany Plant – Food
Chapter 8: The Ivel Plant – Distribution and Supply Center
Chapter 9: What Tool? When?
Chapter 10: Summary