Chapter 1 Business Results in Process Industries Introduction How This Book Is Organized: Shingo Prize Criteria Business Results: Improve Performance with Lean Beat the Competition with Very Flexible Manufacturing Improve Performance with Lean and an Engaged Workforce Gain First Mover Advantage Achieve Prompt Improvement All Companies Can Benefit from Lean, but Not All Do Disruptive Changes Why the Process Industry Needs Its Own Version of Lean Transforming the Raw Material Indirect Material Transformations Time as an Independent Element of Production Special Case: Continuous Processing Notes Chapter 2 Lean Enterprise Thinking Introduction Developing a Western Lean-Enabling Culture Historical Perspective Early View of Lean: Just-in-Time Manufacturing Early View of Engaged Employees: Quality Circles The Eight Sources of Waste The Relationship between Inventory and Operating Problems Value Streams and Support Processes Lean Values: Inventory Reductions Can Sustain Improvements Lean Values: Culture of Engagement Notes Chapter 3 Policy Deployment Introduction Large Events and Small Events A Strategic View of Manufacturing Strategic Alignment and Necessary Boundaries Prerequisites for Structured Autonomous Improvement Strategic Direction The Role of Communication in Achieving Strategic Alignment Limiting Opportunities for Improvement Deploying Strategic Intent Simple Statement of the Goal Prose Statement of Intended Future State Prose Statement of Current Reality Objective Measures of Progress Interim Performance Targets Formatting Goal Statement Translating Strategic Intent throughout the Organization Framework for Action How Quality Stations Work Display the Team Goals Display What the Team Has Completed Show the Work in Progress Provide Interactive Space Policy Deployment in Action: Conversations at a Quality Station Internal Team Conversations External Team Conversations Chapter 4 Improving Flexibility and Availability in Mechanical Equipment Introduction Single Minute Exchange of Dies System What We Can Learn from NASCAR.4 Translating NASCAR Success to Our Plants Preparation Teamwork Equipment How to Use the SMED Concept The Five Key Components of SMED Practice Separation of Activities Modification of Rate-Limiting Internal Activities Modification of the Work Team Modification of the Equipment Modify Equipment to Maximize Efficiency Preparing for Events and Sustaining the Improvements Outcome of Improvements Chapter 5 Operational Planning to Improve ChemicalTransitions Introduction The Causes of Chemical Inflexibility Chemical Contamination Unintended Conversions Fixed Sequence Variable Volume Production The Concept: A Comprehensive Approach to the Production Cycle What We Can Learn from the New York Subway System The Four Components of FSVV Practice Typical Operating Problems Changes in Process Conditions Additives and Modifiers Changes in Reactive Chemicals The Fixed Sequence Establishing a Fixed Sequence FSVV Inventory Policy Days of Demand in Inventory ABC Inventories FSVV Inventory Policy Wheels within Wheels Variable Volume Scheduling Continuous Improvement Sustainability over Time The ¿Exception¿ Problem Chapter 6 Assessment and Improvement of Other Accumulations Introduction Structural Differences between Process Industries and Mechanical Manufacturing Small Accumulations in Process Industries Chapter 7 Statistical Quality Improvement Introduction The Power of Statistical Quality Combined with Lean Manufacturing Statistical Methods in the Process Industries Basic Statistical Concepts Six Sigma Process Improvement before Statistical Analysis Process Improvement Using Statistical Analysis Operational Improvement with Statistical Analysis Statistical Models of Process Performance Using Statistical Analysis: The Process Capability Index Capable Processes Incapable Processes Using SPC at the Frontline in a Process Plant Using a Run Chart When the Run Chart Says the Process Is Operating Normally When the Run Chart Says the Process Is Producing an Unexpected Result When the Run Chart Says the Process Is ¿Nearly Normal,¿ but Results Are Drifting Avoid the Waste of Excess Quality Notes Chapter 8 Mistake Proofing or Poka-Yoke Introduction Mistakes Come in Two Parts The Consequences of Mistakes Mistake Proofing: Preventing Consequences Mistake Proofing Is Common Knowledge Warning Systems Four Types of Warning Systems Poka-Yoke Practice 1: Physical Separation Poka-Yoke Practice 2: Visual Signals Poka-Yoke Practice 3: Pattern Recognition Poka-Yoke Practice 4: Simple Physical Devices and Other Minor Changes Approaching Perfect Production Chapter 9 Equipment Reliability and Operator Care Introduction Finding the Cause: Separating the Processes from the Equipment The Role of Equipment Reliability in Lean Practice Operator Care The Fundamentals of Operator Care Phase I: Basic Care Keep the Equipment Clean Keep the Equipment Cool Keep the Equipment Lubricated Phase II: Advanced Techniques Define Your Goals Change the Oil and the Filters Pay Attention Autonomous Maintenance as an Element in Improvement Autonomous Actions Chapter 10 Lean Leadership and Ethics: Creating an Engaged Workforce Introduction Improvement Experiences at the Frontline The Structure of Employee Engagement The Elements of Engagement Clear Goals Skills Necessary to Achieve the Goals Time to Make Improvements Access to the Resources That Cause Change Framework for Action Engage Frontline Teams What to Do When Teams Do Not Engage Refresh the Understanding of Small Event Improvement The Subjective Elements of Engagement Lack of Trust in Management Disruption by Team Members Intentional Disruption Unintentional Disruption Industrial Culture Notes Chapter 11People Development Introduction Impact of Competent People on Organizational Performance Competence Defined Basic Competence Basic Competence Development Superior Performance Critical Positions Finding the Right Management Tool A Quick Description of Our Analysis The Influence of Critical Positions on Improvement Individual Contributors Subject Matter Experts or Mentors Leaders Identifying Critical Roles in Your Organization Common Misconceptions Developing Highly Competent People Beginning the Process Prompt Improvement Sustaining the Improvement Chapter 12 Leadership: Initiating and Sustaining Lean Operations Introduction Transforming an Organization and Sustaining the Change Sustaining Improvement Process Documentation The Role of Transformational Leadership Sustaining Leadership When the Leader Is Not the CEO Getting Started The Value of 6-Month Intervals Three Attributes of a Successful Beginning The Value of Shared Vision The Value of Immediate Pilot Projects The Value of New Tools Notes Index About the Author.