- Description
- Feature
- Contents
While Lean practices have been successfully implemented into the process industry with excellent results for over 20 years (including the author’s own award winning example at Exxon Chemical), that industry has been especially slow in adopting Lean. Part of the problem is that the process industry needs its own version of Lean. The larger part of the problem is resistance to transformational change, a barrier that can only be overcome with effective leadership and results-oriented planning that engages rather than excludes all stakeholders.
Written by Raymond Floyd, an unparalleled leader of Lean transformations, Liquid Lean: Developing Lean Culture in the Process Industries provides potential process industry change agents with the no-nonsense guide needed to eliminate waste and achieve sustainable optimal efficiency. Presenting lessons in lean as they apply within the liquid industries, the book focuses on developing the four measures of Lean as defined by the Shingo Award:
a. Business Results
b. Consistent Lean Enterprise Culture
c. Continuous Process Improvement
d. Cultural Enablers
Foreword
Acnowledgements
Chapter 1 : Business Results in Process Industries
Chapter 2 : Lean Enterprise Thinking
Chapter 3 : Policy Deployment
Chapter 4 : Improving Flexibility and Availability
Chapter 5 : Operational Planning to Improve Chemical
Chapter 6 : Asssessment and Improvement of Other Accumulations
Chapter 7 : Statistical Quality Improvement
Chapter 8 : Mistake Proofing or Poka-Yoke
Chapter 9 : Equipment Reliability and Operator Care
Chapter 10 : Lean Leadership and Ethics
Chapter 11 : People Development
Chapter 12 : Leadership : Initaliting and Sustaining Lean
Index
