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001 9780367815288
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008 200318s2020 nyua o 000 0 eng d
040 _aOCoLC-P
_beng
_erda
_epn
_cOCoLC-P
020 _a9780367815288
_q(electronic bk.)
020 _a0367815281
_q(electronic bk.)
020 _a9781000059953
_q(electronic bk. : Mobipocket)
020 _a1000059952
_q(electronic bk. : Mobipocket)
020 _a9781000059960
_q(electronic bk. : EPUB)
020 _a1000059960
_q(electronic bk. : EPUB)
020 _a9781000059946
_q(electronic bk. : PDF)
020 _a1000059944
_q(electronic bk. : PDF)
020 _z9780367415716
020 _z0367415712
020 _z9780367408909
020 _z0367408902
035 _a(OCoLC)1145123746
035 _a(OCoLC-P)1145123746
050 4 _aHD58.9
072 7 _aBUS
_x065000
_2bisacsh
072 7 _aBUS
_x070050
_2bisacsh
072 7 _aBUS
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_2bisacsh
072 7 _aKJMQ
_2bicssc
082 0 4 _a658.4013
_223
100 1 _aHeiskell, Ron,
_eauthor.
245 1 0 _aReducedeffort changeover :
_bthe lean way to quickly reduce changeover downtime /
_cRon Heiskell.
250 _aSecond edition.
264 1 _aNew York :
_bRoutledge :
_bProductivity Press,
_c2020.
300 _a1 online resource :
_bcolor illustrations
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
520 _aReducedEffort Changeover: The Lean Way to Quickly Reduce Changeover Downtime provides a step-by-step guide for conducting a Kaizen event that empowers the people who do the work to improve how that work is done. Packed with tips, tools, and examples, this practical guide begins with a clear description of the Lean principles underlying the ReducedEffort Changeover system. In addition, it explains how and why reducing the effort always reduces the time of converting a machine, line, or process from one product to another. In this book, you'll find everything you need to quickly and dramatically reduce the effort and time of any process using the ReducedEffort method. This is not another book about how to do SMED. Like SMED, ReducedEffort Changeover (REC) does reduce changeover time, but REC is not SMED. SMED, Single Minute (or digit) Exchange of Dies, developed by Dr. Shigeo Shingo, has been the process used for many years by countless manufacturing plants to reduce changeover time. The SMED process was used in Toyota to reduce the changeover of a 1,000-ton stamping press from four hours to three minutes. As a Lean-based process, the REC system focuses on reducing the labor, not the time, involved in changing over a machine to work on a different product. With REC, there are no Standard Operation Combination Sheets to fill out and no Problem Identification Sheets to complete, and it does not require the arduous chore of timing every task, as SMED does. Very little capital investment is required with REC. Unlike SMED, it does not require management-approved funding to achieve substantial results. Because REC is not capital-driven, management does not need to drive the process. The operators will drive the process because it reduces their labor. One of the biggest advantages of REC over SMED is that operators will readily accept the process, and more important, they will want to sustain it. The reason for this is quite simple and will become evident when the REC process is defined. REC takes SMED to a new level that is easier and faster both to implement and to deliver sustainable results.
588 _aOCLC-licensed vendor bibliographic record.
650 0 _aOrganizational effectiveness.
650 0 _aLean manufacturing.
650 0 _aOrganizational change.
650 7 _aBUSINESS & ECONOMICS / Total Quality Management
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Industries / Manufacturing Industries
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Decision-Making & Problem Solving
_2bisacsh
856 4 0 _3Taylor & Francis
_uhttps://www.taylorfrancis.com/books/9780367815288
856 4 2 _3OCLC metadata license agreement
_uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
999 _c126187
_d126187