Other manufacturing technologies Books
Taylor & Francis Ltd Disruptive Technologies for Society 5.0
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£128.25
Taylor & Francis Leaner Manufacturing
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£36.62
Taylor & Francis Ltd Pressure Vessel Design Concepts and principles
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£59.84
Taylor & Francis Lean Higher Education
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£128.25
Taylor & Francis Pursuing Excellence A ValuesBased Systems Approach to Help Companies Become More Resilient
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£128.25
Taylor & Francis Routledge Handbook of Sustainability and Fashion
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£228.00
Taylor & Francis Basics of Benchmarking
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£24.51
Taylor & Francis New Giants Rising How Leaders Can Help People and Companies Grow During the Followership Crisis
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£128.25
Taylor & Francis Balzer W Lean Higher Education
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£39.99
Taylor & Francis Supply Market Intelligence A Managerial Handbook for Building Sourcing Strategies Resource Management
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£83.59
Taylor & Francis The Portal to Lean Production
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£92.14
Taylor & Francis Today and Tomorrow
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£39.99
Taylor & Francis TPM for Workshop Leaders
Book SynopsisWorkshop leaders play a central role in your company''s efforts to implement TPM. Once your workers have been divided into small groups to learn the fundamentals of TPM, it is the group leader who spearheads ongoing training and implementation activities. With quick-reading, people-oriented practicality, this new book addresses the role of the workshop leader in maximizing the benefits of TPM.A top TPM consultant in Japan, Kunio Shirose: Incorporates cartoons and graphics to convey the hands-on leadership issues of TPM implementation Uses case studies to reinforce his ideas on training and managing equipment operators in the care of their equipment Itemizes specific activities that must be undertaken to search out, correct, and control defects to remedy equipment shortcomings. He also addresses the cooperative relationship necessary between maintenance and production and leaves you with an understanding of the three imperatives for successful TPM implementation Table of ContentsPreface, Publisher's Message, 1 Causes of Breakdowns and Defects, 2 Definition of TPM, 3 Characteristics and Goals of TPM, 4 Approach to Equipment Efficiency Improvement, 5 Loss Calculation Methods and Improvement Targets, 6 Approach to Chronic Loss Improvement, 7 Autonomous Maintenance Activities of the Production Department, 8 Planned Maintenance Activities of the Maintenance Department, Afterword, About the Author
£43.99
Taylor & Francis Ltd Pharmaceutical and Medical Devices Manufacturing
Book SynopsisValidation of computer systems is the process that assures the formal assessment and report of quality and performance measures for all the life-cycle stages of software and system development, its implementation, qualification and acceptance, operation, modification, requalification, maintenance and retirement (PICS CSV PI 011-3). It is a process that demonstrates the compliance of computer systems functional and non-functional requirements, data integrity, regulated company procedures and safety requirements, industry standards, and applicable regulatory authority's requirements. Compliance is a state of being in adherence to application-related standards or conventions or regulations in laws and similar prescriptions.This book, which is relevant to the pharmaceutical and medical devices regulated operations, provides practical information to assist in the computer validation to production systems, while highlighting and efficiently integrating woTable of ContentsPreface1. Introduction2. What Is a Computer Systems Validation (CSV)?3. CGMP Regulatory Requirements for Production Computer Systems4. Maxims in CSV5. General CSV Principles6. System Life Cycle7. SLC Documentation8. Management of the Computer System Requirements9. Risk Based Validation10. CSV Plans and Schedules11. Project Management, SLC, Production CSV, ITIL12. Computer Systems Operational Life13. Suppliers and Service Providers14. Trustworthy Computer Systems15. Control of Data and Records16. Technologies Supporting Integrity of E-Records17. Infrastructure Qualification Overview18. Remediation Projects19. Production CSV Program Organization20. Integration Between Computer System and E-Records Life Cycles21. Digital Date and Time Stamps22. New Technologies and Critical Processes23. All TogetherAppendix I: Glossary of TermsAppendix II: Abbreviations and/or AcronymsAppendix III: Regulatory Cross MatchAppendix IV: Additional ReadingsAppendix V: References Papers—E-Records IntegrityAppendix VI: Case Study—Cloud-Based SCADAIndex
£31.34
Taylor & Francis Ltd The Art and Science of Demand and Supply Chain
Book SynopsisThe demand and supply chain planning process for manufacturers, distributors, and retailers has evolved over the years. It has gone from a disjointed, unconnected, slow, inaccurate, fairly manual set of processes to an integrated, timely process enabled by the use and coordination of highly trained people, lean, agile processes, and cutting-edge technology. To make this set of processes work effectively, one has to fully understand and appreciate that there is an art and science aspect to the process which can take years of education and experience to fully understand. Essentially, this book will offer the reader a chance to fully understand the interconnected set of processes in a best-practice application. Furthermore, examples and cases will be used to illustrate its practical application in today's complex global supply chain. In addition, readers will understand and be able to apply and articulate the concepts, tools, and techniques used in the efficient suTrade ReviewWith this latest work, Myerson brings a reader-friendly simplicity to teaching and effectively communicating the vast web of interconnected processes within demand and supply chain planning along with finely illustrating the dynamics and intricacies involved for their successful execution in a global economy increasingly more volatile and uncertain. To that end, through an array of case studies, Myerson provides practical tips and insights demonstrating real-world application of best practices in particular scenarios as well as 'hard to see' pitfalls to avoid.-- William J. Bajor, Ph.D., Senior Director for Administration and Special Projects, Academic and Student Affairs, Office of the Chancellor, Pennsylvania's State System of Higher Education The ability to plan effectively is perhaps the most important determinant of supply chain success. This book does a solid job of presenting the need for effective planning as well as covering the relevant topics that are part of the demand and supply chain planning process. It explains in a clearly written manner what supply chain professionals must understand to be successful.-- Robert J. Trent, Ph.D., Supply Chain Management Professor Emeritus, Lehigh UniversityConnecting the dots between demand, supply and transportation to make, move and sell goods around the world has never been more important – or challenging. Myerson demystifies what’s required for a connected supply chain, why it’s a game changer and how to get there.-- Ron Kubera, President, Distribution Sector, e2openPaul Myerson's latest book a great "how to" text for a class on Demand and Supply Chain Planning for students as well as a guidefor Supply Chain professionals looking to meet the challenges of today's volatile global environment.-- Dr. Mikhail M. Sher, Leon Hess Business School, Monmouth UniversityI recommend this book for the Supply Chain Management course at the undergraduate level, focusing on Supply and Demand Planning. The book is well-written and can be used as reference material for advanced-level courses. It can be a wonderful resource for SCM professionals as a quick reference guide on how to compete in today's global business environment.-- Raza Rafique, Ph.D., Assistant Professor, School of Management & Marketing, College of Business and Public Management, Kean University,Table of ContentsSection I: Supply Chain Strategy Chapter 1: Introduction to Demand and Supply Chain Planning Chapter 2: Understanding the Supply Chain Chapter 3: Supply Chain Performance: Achieving Strategic Fit and Scope Chapter 4: Supply Chain Drivers and Metrics Chapter 5: Supply Chain Network Design Chapter 6: Business Model Canvas Chapter 7: Lean Systems - Lean Supply Chain & Logistics Management Chapter 8: Coordination in a Supply Chain Section II: Demand Planning Chapter 9: Forecasting Chapter 10: Information Technology in Demand Planning Section III: Supply Chain Operations Planning Chapter 11: Supply Chain Inventory Management Chapter 12: Operations Planning and Scheduling (S&OP) Chapter 13: Resource Planning – Independent Demand (Overview; ERP, DRP and MPS) Chapter 14: Resource Planning – Dependent Demand (MRP) Chapter 15: Resource Planning - Short-Term Scheduling Chapter 16: Information Technology in a Supply Chain (Supply Planning) Section IV: The Road Ahead Chapter 17: Supply Chain Risk Management Chapter 18: It’s not the Destination it’s the Journey Appendices: Cases in Demand and Supply Planning
£33.99
Taylor & Francis Ltd Thermal Energy Systems
Book Synopsis
£46.54
Taylor & Francis Ltd Revolutionizing the Online Learning Journey
Book SynopsisThe fast evolution of education and the expansion of internet resources necessitate increasingly advanced tools and methodologies. Enabling virtual conversations for knowledge dissemination, community development, and connection might promote an explorative strategy. Teachers, trainers, and facilitators must create compelling virtual learning. Critical questions: How can companies engage online learners? How can educators improve virtual learning?A system can undergo substantial alterations when technology is employed as a tool or function. E-learning and m-learning offer new interaction options for learners, trainers, and stakeholders. Innovative technologies can encourage new educational alternatives against conservatism.You''ve been waiting for Revolutionizing the Online Learning Journey: 1500 Ways to Increase Engagement. This practical guide is for instructors, instructional designers, professional trainers, consultants, and others directly involved in teach
£35.99
Taylor & Francis Ltd Pharmaceutical and Medical Devices Manufacturing
Book SynopsisValidation of computer systems is the process that assures the formal assessment and report of quality and performance measures for all the life-cycle stages of software and system development, its implementation, qualification and acceptance, operation, modification, requalification, maintenance and retirement (PICS CSV PI 011-3). It is a process that demonstrates the compliance of computer systems functional and non-functional requirements, data integrity, regulated company procedures and safety requirements, industry standards, and applicable regulatory authority's requirements. Compliance is a state of being in adherence to application-related standards or conventions or regulations in laws and similar prescriptions.This book, which is relevant to the pharmaceutical and medical devices regulated operations, provides practical information to assist in the computer validation to production systems, while highlighting and efficiently integrating worldwide regulation iTable of ContentsPreface1. Introduction2. What Is a Computer Systems Validation (CSV)?3. CGMP Regulatory Requirements for Production Computer Systems4. Maxims in CSV5. General CSV Principles6. System Life Cycle7. SLC Documentation8. Management of the Computer System Requirements9. Risk Based Validation10. CSV Plans and Schedules11. Project Management, SLC, Production CSV, ITIL12. Computer Systems Operational Life13. Suppliers and Service Providers14. Trustworthy Computer Systems15. Control of Data and Records16. Technologies Supporting Integrity of E-Records17. Infrastructure Qualification Overview18. Remediation Projects19. Production CSV Program Organization20. Integration Between Computer System and E-Records Life Cycles21. Digital Date and Time Stamps22. New Technologies and Critical Processes23. All TogetherAppendix I: Glossary of TermsAppendix II: Abbreviations and/or AcronymsAppendix III: Regulatory Cross MatchAppendix IV: Additional ReadingsAppendix V: References Papers—E-Records IntegrityAppendix VI: Case Study—Cloud-Based SCADAIndex
£128.25
Taylor & Francis Formulation Simplified
Book SynopsisMany chemists â especially those most brilliant in their field â fail to appreciate the power of planned experimentation. They dislike the mathematical aspects of statistical analysis. In addition, these otherwise very capable chemists also dismissed predictive models based only on empirical data. Ironically, in the hands of subject matter experts like these elite chemists, the statistical methods of mixture design and analysis provide the means for rapidly converging on optimal compositions. What differentiates Formulation Simplified from the standard statistical texts on mixture design is that the authors make the topic relatively easy and fun to read. They provide a whole new collection of insighful original studies that illustrate the essentials of mixture design and analysis. Solid industrial examples are offered as problems at the end of many chapters for those who are serious about trying new tools on their own. Statistical software to do the computations can be freelyTable of ContentsPreface; Chapter 1: Getting Your Toe into Mixtures; Chapter 2: Triangulating Your Region of Formulation; Chapter 3: Simplex Lattice Design; Chapter 4: Constrained Mixtures; Chapter 5: Optimal Design; Chapter 6: Multicomponent Linear Constraints; Chapter 7: Multiple Response Optimization and Quality by Design; Chapter 8: Mixture Screening; Chapter 9: Mixture and Process, Amounts or Categorical FactorsChapter 10: Combining Mixture and Process Variables as Split Plots; Chapter 11: Advanced Tools; Chapter 12: Practical AspectsGlossaryReferences; Index; About the Software
£47.49
Taylor & Francis Ltd The Business of Humanity
Book SynopsisCompanies across the world, for a variety of reasons, are committing to incorporating social responsibility into their business models and finding that their profits are growing and their long-term sustainability is enhancedbuilding humanity into their business models as the driver of economic, environmental, and social sustainability. This fascinating development is a widely observable global phenomenon. The Business of Humanity (BoH) Proposition is the synthesis of counter-intuitive but simple and powerful ideas about how companies can add value in today's globalized and fast-changing world. The task of BoH Strategies is to overcome three critical challenges characterizing today's business environment, namely disruptive technologies, conflicted stakeholders, and unknowable futures. BoH Strategies are designed to convert these challenges into opportunities for enhanced sustainability on all three dimensionseconomic, environmental and social. Written by leading experts with dTrade ReviewThe Business of Humanity makes the business case for why a more human-centered capitalism is important as a long-term business strategy and offers a formula for sustainable economic behavior that could benefit billions of people. Every CEO and politician should read this book.-Grant Oliphant, President, The Heinz EndowmentsWith specific examples, the authors challenge businesses of all sizes and locations to question whether their focus is on the drivers of real customer value, progressive management concepts, and out-of-the-box thinking of what really drives long-term success. -Donald R. Beall, Chairman Emeritus, Rockwell; Fortune Magazine’s "Star" of the Aerospace and Defense Industries African businesses are compelled by a variety of factors to incorporate corporate social responsibility, and strong humane management in their business models. This book lays out the inductive logic and empirical basis for following this business model for enhanced sustainable economic performance.-Prof. Dr. Bart O. Nnaji, Chairman and CEO of Geometric Power Ltd.; former Minister of Power, and former Federal Minister of Science and Technology in NigeriaThe Business of Humanity demonstrates that profitable competitive business models are often enhanced when leaders consider the impact of their actions on broader humanity. It’s a must read. -Thomas D. Hull III, Chief Financial Officer, Kewaunee Scientific CorporationThese scholars have developed a disruptive innovation model that can transform the business world. This book is the opportunity for businessmen and policy makers to implement this revolution all over the world.-Roberto Zarama, Professor, Universidad de los Andes Organizations seeking to grow in new or emerging markets would benefit from applying the principles in this book. -Joel Ross, CEO, Universal Electric CorporationTable of ContentsChapter 1: The Business of Humanity® PropositionChapter 2: The Strategic Challenge Chapter 3: Responding to the Strategic ChallengeChapter 4: The Business of Humanity® Management Framework Chapter 5: Identity as Anchor, Beacon and CompassChapter 6: Feed-Forward to a Visionary FutureChapter 7: Frugal Engineering, Not Jugaad! Chapter 8: Forming Business of Humanity® StrategiesChapter 9: The Promise of Business of Humanity® StrategiesAppendix 1: Arvind Ltd: The Power of BoH StrategiesAppendix 2: Ford in Camacari: BoH–Driven Sustainability as StrategyAppendix 3: Walmart in India: In Search of a BoH StrategyAppendix 4: SKS Microfinance and Bandhan: The Triumph of BoH Strategy
£39.99
Taylor & Francis Ltd Lean DemandDriven Procurement
Book SynopsisWhile there are many books written on the basics of the supply side of the supply chain (i.e. strategic sourcing, sourcing/procurement, and purchasing), there hasn't been much written on those areas from a Lean perspective. Considering that supply chain costs, primarily procurement and transportation, can range from 50 to 70% of sales, it''s surprising that this area has not been fully explored. As a result, some companies tend to place too much emphasis on the traditional focus of reducing material costs instead of process improvement.Lean Demand-Driven Procurement: How to Apply Lean Thinking to Your Supply Management Process details the basic supply management concepts and processes (i.e. sourcing, procurement, and purchasing) in an easy-to-understand format in combination with various process improvement tools, methodologies, best practices, examples, and cases written from a Lean perspective. It focuses and pinpoints ways to identify waste on theTrade Review"Myerson’s new book entices one to explore how procurement takes on a significant role by improving the flow of information and materials within the entire supply chain. All of which lead to best practice Lean procurement functions that reach far beyond the contractual negotiations and established crucial operational requirements, using strategic sourcing activities encompassing market research, vendor evaluation and integration."—Joseph Mosca, EdD, Associate Professor, Department of Management and Decision Sciences at Monmouth University"Although an abundance of books and articles address topics related to the supply side of supply chain management, not much is available regarding how to apply Lean within the supply organization. Paul Myerson’s book addresses this important and timely need."–Robert J. Trent, PhD, Professor of Supply Chain Management and Supply Chain Management Program Director at Lehigh University; Author, End-to-End Lean Management—A Guide to Complete Supply Chain Improvement"[This book] provides the clearest A to Z user’s guide available to understanding and employing the smartest, most cutting-edge Lean and Agile practices."–William Bajor, PhD, Director, Graduate & Extended Studies at East Stroudsburg University"It’s about time procurement teams harness the tangible benefits of Lean principles to take demand driven initiatives to the next level. Making a 'good buy' based on pricing incentives does not necessarily result in a great purchase for the business."–Karin L. Bursa, Executive Vice President of Logility"Myerson’s new book entices one to explore how procurement takes on a significant role by improving the flow of information and materials within the entire supply chain. All of which lead to best practice Lean procurement functions that reach far beyond the contractual negotiations and established crucial operational requirements, using strategic sourcing activities encompassing market research, vendor evaluation and integration."—Joseph Mosca, EdD, Associate Professor, Department of Management and Decision Sciences at Monmouth University"Although an abundance of books and articles address topics related to the supply side of supply chain management, not much is available regarding how to apply Lean within the supply organization. Paul Myerson’s book addresses this important and timely need."–Robert J. Trent, PhD, Professor of Supply Chain Management and Supply Chain Management Program Director at Lehigh University; Author, End-to-End Lean Management—A Guide to Complete Supply Chain Improvement"[This book] provides the clearest A to Z user’s guide available to understanding and employing the smartest, most cutting-edge Lean and Agile practices."–William Bajor, PhD, Director, Graduate & Extended Studies at East Stroudsburg University"It’s about time procurement teams harness the tangible benefits of Lean principles to take demand driven initiatives to the next level. Making a 'good buy' based on pricing incentives does not necessarily result in a great purchase for the business."–Karin L. Bursa, Executive Vice President of LogilityTable of ContentsAbout the AuthorPART I Lean Demand-Driven Procurement: OverviewChapter 1 Introduction: Why You Need a Lean and Agile, Demand-Driven Supply Management ProcessChapter 2 History and Importance of Procurement and Purchasing in Adding Value to an OrganizationChapter 3 Supply Management Organization and StructureChapter 4 Procurement Strategy Development and ApplicationChapter 5 Issues and Opportunities in Supply ManagementChapter 6 Lean ProcurementPART II Supply Management ProcessesChapter 7 Strategic SourcingChapter 8 ProcurementChapter 9 PurchasingChapter 10 Material Requirements Planning (MRP) and Indirect ProcurementPART III Tools and Techniques for a Leaner Supply Management ProcessChapter 11 Cost ManagementChapter 12 Contract and Performance Management and EthicsChapter 13 e-Procurement and Other Supply Management TechnologiesChapter 14 Procurement Analysis, Tools, and TechniquesPART IV Lean AheadChapter 15 Global Procurement and Its Impact on the LeanChapter 16 The Future of Lean ProcurementAppendix A: A Lean (Philosophy) for LifeReferencesIndex
£39.99
Taylor & Francis Ltd From Belief to Knowledge
Book SynopsisBelief is not knowledge, but we tend to hold our beliefs as if they represent knowledge, selecting whatever evidence is required to justify them. And because humans tend to cling to their beliefs as truths, organizations often ignore the need for change, no matter how urgent that need.From Belief to Knowledge: Achieving and Sustaining an Adaptive Culture in Organizations offers potential change agents an integrative analysis and treatment of the problem of organizational learning. It demonstrates the importance of looking beneath beliefs and assumptions to find the roots and persistent influences that preserve them. It gives us a much broader definition of organizational knowledge than that associated with information technology and the currently popular idea of knowledge as an asset. Furthermore, it provides an alternative view of culture and change, one that is defined by the ability to continually align collective beliefs with reality.Douglas and Wykowskiâanswer the question that lingers in the minds of many managers â What does organizational learning mean and how does it influence ongoing organizational success? â Lee Newick, Shell DownstreamRather than offer simple recipes, this book shows how good leaders can evolve and sustain an adaptive culture that develops knowledge through purposeful human interaction. It explores key dynamics of learning, considers the diversity of beliefs present in any group, and demonstrates ways that those leaders can explore and encourage the potential of both the group and individuals within the group.Although this book is geared to organizational change, it has the potential to change all areas of human endeavor. â David Julian Hodges, City University of New YorkTrade ReviewFrom Belief to Knowledge is a timely contribution to a key debate within the organizational studies literature – what is the role of knowledge in change processes within modern and complex organizations? Whilst leaders proceed in their leadership of organizations in the belief that they have a body of knowledge that they draw upon as they lead, it is often the case that their knowledge is essentially a series of assumptions or beliefs and these determine the decisions they make and the actions they pursue. ... This book puts forward the proposition that how we form the beliefs we hold significantly influences what we believe and is the key process in shaping our personal anchors in knowledge that informs our action. This well written, thoughtful and thought provoking book will challenge leaders to consider the fundamental differences between belief and knowledge. It provides a novel contribution in its integrative analysis of the issue of learning and change in organizations. It offers leaders and scholars of change a considered opportunity to explore the transitions along the continuum from belief to knowledge that can lead to sustainable change. -- Sue Dopson, PhD, Rhodes Trust Professor of Organisational Behaviour, Director of Research Degrees, Said Business School, University of Oxford Organizational learning has been defined in various ways. Soe of these definitions and designs for implementation have been elegant; some of them have been simplistic, yet none seem to have had a lasting impact. Douglas and Wykowski in From Belief to Knowledge address organizational learning as an integrated system, where knowledge provides the linkage to adapt to changing environments all the while delivering improved performance. They answer the question that lingers in the minds of many managers – what does organizational learning mean and how does it influence ongoing organizational success? I expect this book to be highly influential.-- Lee Newick, General Manager – Contracting and Procurement, Global Manufacturing/Shell DownstreamFrom Belief to Knowledge represents a paradigm shift in understanding knowledge and has added significantly to critical thinking. The book has the potential to shift thinking from firmly held assumptions and beliefs to real knowledge when the reader has the courage and motivation to confront their beliefs in the search for truth. Douglas and Wykowski challenge us to become conscious of our own beliefs and how we form them, which affect all our actions. Although this book is geared to organizational change, it has the potential to change all areas of human endeavor. My understanding of culture and culture change has been greatly enhanced by this thorough scholarship and practical application to knowledge. -- David Julian Hodges, PhD, Professor of Anthropology, Hunter College of the City University of New YorkIf you accept, as I do, that in a knowledge economy, the successful organizations are those that continuously invest in their knowledge producing capability, then this book provides valuable insights for thought and action. Uniquely, they make the case for the growth of knowledge as a defining characteristic of culture in contrast to the treatment of knowledge as one asset among many. Douglas and Wykowski drill down into theories of knowledge and, importantly, of knowing, to argue that multiple approaches to knowledge capability-building are required. They seek to translate these arguments into practice and then address what sort of leadership and human interaction are required. -- Michael Earl, Emeritus Professor of Information Management, University of Oxford From Belief to Knowledge is a timely contribution to a key debate within the organizational studies literature – what is the role of knowledge in change processes within modern and complex organizations? Whilst leaders proceed in their leadership of organizations in the belief that they have a body of knowledge that they draw upon as they lead, it is often the case that their knowledge is essentially a series of assumptions or beliefs and these determine the decisions they make and the actions they pursue. This book puts forward the proposition that how we form the beliefs we hold significantly influences what we believe and is the key process in shaping our personal anchors in knowledge that informs our action. This well written, thoughtful and thought provoking book will challenge leaders to consider the fundamental differences between belief and knowledge. It provides a novel contribution in its integrative analysis of the issue of learning and change in organizations. It offers leaders and scholars of change a considered opportunity to explore the transitions along the continuum from belief to knowledge that can lead to sustainable change. -- Sue Dopson, PhD, Rhodes Trust Professor of Organisational Behaviour , Director of Research Degrees, Said Business School, University of Oxford Organizational learning has been defined in various ways. Soe of these definitions and designs for implementation have been elegant; some of them have been simplistic, yet none seem to have had a lasting impact. Douglas and Wykowski in From Belief to Knowledge address organizational learning as an integrated system, where knowledge provides the linkage to adapt to changing environments all the while delivering improved performance. They answer the question that lingers in the minds of many managers – what does organizational learning mean and how does it influence ongoing organizational success? I expect this book to be highly influential.-- Lee Newick, General Manager – Contracting and Procurement, Global Manufacturing/Shell DownstreamFrom Belief to Knowledge represents a paradigm shift in understanding knowledge and has added significantly to critical thinking. The book has the potential to shift thinking from firmly held assumptions and beliefs to real knowledge when the reader has the courage and motivation to confront their beliefs in the search for truth. Douglas and Wykowski challenge us to become conscious of our own beliefs and how we form them, which affect all our actions. Although this book is geared to organizational change, it has the potential to change all areas of human endeavor. My understanding of culture and culture change has been greatly enhanced by this thorough scholarship and practical application to knowledge. -- David Julian Hodges, PhD, Professor of Anthropology, Hunter College of the City University of New YorkIf you accept, as I do, that in a knowledge economy, the successful organizations are those that continuously invest in their knowledge producing capability, then this book provides valuable insights for thought and action. Uniquely, they make the case for the growth of knowledge as a defining characteristic of culture in contrast to the treatment of knowledge as one asset among many. Douglas and Wykowski drill down into theories of knowledge and, importantly, of knowing, to argue that multiple approaches to knowledge capability-building are required. They seek to translate these arguments into practice and then address what sort of leadership and human interaction are required. -- Michael Earl, Emeritus Professor of Information Management, University of Oxford Table of ContentsIntroduction. What Does It Mean to Know? Reality and Knowing. Epistemology - Theory of Knowledge. Anticipating Part Two – Applications. The Knowing Subject. Collective Knowing. Leaders. Culture.
£56.04
Taylor & Francis Ltd Operational Excellence in Your Office
Book SynopsisOperational Excellence is achieved when all employees in your organization can see the flow of value to your customers and can make adjustments to that flow before it breaks down. Operational Excellence in Your Office: A Guide to Achieving Autonomous Value Stream Flow with Lean Techniques presents nine time-tested guidelines for designing business process flow that enable Operational Excellence in the office. Each chapter describes one guideline by using text, illustrations, and practical examples to provide a comprehensive understanding of why creating flow in the office is essential and how to achieve it.Accounting for the reality that most office employees are required to work on many different projects throughout the day, this book details a step-by-step methodology for leveraging traditional value stream flow to establish Operational Excellence in an office environment. In addition, it describes a more advanced form of flow called self-healing flow in which employees are capable oTrade Review"Kevin’s definition and approach to achieving Operational Excellence in the office is profound, as it provides a true destination for office personnel (and managers!) improving the processes. It makes sense immediately. The five questions for flow in the office are empowering and drive office employees to create not just flow, but a self-healing, autonomous flow that does not require management intervention. Work every page of this book and watch your organization thrive and innovate in the office to achieve top line business growth. Along with Kevin’s other books, the best series of improvement documents available."—Chuck Miles, Director, Materials Management, Logistics and Inventory, GoGo"Operational Excellence is a complete change in philosophy. Lean and Six-Sigma are generally viewed as tool sets, and mostly applied in manufacturing/operations, whereas Operational Excellence is the establishment of a holistic operating system for the entire enterprise. Duggan and Healey’s guide to creating flow in the office makes this a powerful transformation, whether you’re a seasoned CI professional or an office manager seeking to create value for your customers."—H. Scott Parkin, Director, Operational Excellence, United Technologies Aerospace Systems"Operational Excellence in Your Office is a very practical guide for transforming office value streams to create flow and provide value stream resources with the visual controls necessary to quickly assess the health of value flow and immediately correct any anomalies. Utilizing the nine guidelines effectively will provide the structure for improving office value streams and processes, creating Operational Excellence throughout the organization."—Stephen M. Moore, Vice President, Lean Enterprise & Quality, Parker Hannifin Corporation "This book is a great complement to Creating Mixed Model Value Streams and should be well-received by the many people who have found it a challenge to apply lean concepts in an office environment. Operational Excellence in Your Office provides practical approaches to understanding and managing service value streams while addressing the real world complexity of high-mix service environments. The book presents Operational Excellence concepts in an office setting in a straightforward and non-technical way. The examples will resonate with those familiar with Operational Excellence concepts as well as those considering them for the first time." —Gerry McCool, Senior Director, Lean Six Sigma, Jabil"Achieving Operational Excellence in an office environment can be challenging, but Duggan and Healey have developed a robust process that visually shows when office flow becomes abnormal and corrects it autonomously, resulting in self-healing flow throughout the organization. Creating standard work to correct abnormal flow is ingenious and eliminates e-mails, meetings, phone calls, and everyday firefighting, allowing you to focus on the needs of the customer."—Mark Vidic, Aftermarket Cost Reduction Manager, Caterpillar, Inc."Kevin Duggan’s new book, Operational Excellence for the Office, challenges the widely-held belief that only traditional manufacturing environments – and not offices – realize significant benefits from applying the principles of Operational Excellence. In the book, Kevin shows that office processes are not "different" and provides detailed, step-by-step instructions on how to effectively apply Operational Excellence principles to dramatically improve office flow and successfully operate a business in today’s globally competitive environment. The significant advantages to production environments have been well demonstrated – now Kevin shows how offices can realize the same gains."—Jeffrey M. Corbin, Operations Manager, Laitram Machinery"Kevin’s definition and approach to achieving Operational Excellence in the office is profound, as it provides a true destination for office personnel (and managers!) improving the processes. It makes sense immediately. The five questions for flow in the office are empowering and drive office employees to create not just flow, but a self-healing, autonomous flow that does not require management intervention. Work every page of this book and watch your organization thrive and innovate in the office to achieve top line business growth. Along with Kevin’s other books, the best series of improvement documents available."—Chuck Miles, Director, Materials Management, Logistics and Inventory, GoGo"Operational Excellence is a complete change in philosophy. Lean and Six-Sigma are generally viewed as tool sets, and mostly applied in manufacturing/operations, whereas Operational Excellence is the establishment of a holistic operating system for the entire enterprise. Duggan and Healey’s guide to creating flow in the office makes this a powerful transformation, whether you’re a seasoned CI professional or an office manager seeking to create value for your customers."—H. Scott Parkin, Director, Operational Excellence, United Technologies Aerospace Systems"Operational Excellence in Your Office is a very practical guide for transforming office value streams to create flow and provide value stream resources with the visual controls necessary to quickly assess the health of value flow and immediately correct any anomalies. Utilizing the nine guidelines effectively will provide the structure for improving office value streams and processes, creating Operational Excellence throughout the organization."—Stephen M. Moore, Vice President, Lean Enterprise & Quality, Parker Hannifin Corporation "This book is a great complement to Creating Mixed Model Value Streams and should be well-received by the many people who have found it a challenge to apply lean concepts in an office environment. Operational Excellence in Your Office provides practical approaches to understanding and managing service value streams while addressing the real world complexity of high-mix service environments. The book presents Operational Excellence concepts in an office setting in a straightforward and non-technical way. The examples will resonate with those familiar with Operational Excellence concepts as well as those considering them for the first time." —Gerry McCool, Senior Director, Lean Six Sigma, Jabil"Achieving Operational Excellence in an office environment can be challenging, but Duggan and Healey have developed a robust process that visually shows when office flow becomes abnormal and corrects it autonomously, resulting in self-healing flow throughout the organization. Creating standard work to correct abnormal flow is ingenious and eliminates e-mails, meetings, phone calls, and everyday firefighting, allowing you to focus on the needs of the customer."—Mark Vidic, Aftermarket Cost Reduction Manager, Caterpillar, Inc."Kevin Duggan’s new book, Operational Excellence for the Office, challenges the widely-held belief that only traditional manufacturing environments – and not offices – realize significant benefits from applying the principles of Operational Excellence. In the book, Kevin shows that office processes are not "different" and provides detailed, step-by-step instructions on how to effectively apply Operational Excellence principles to dramatically improve office flow and successfully operate a business in today’s globally competitive environment. The significant advantages to production environments have been well demonstrated – now Kevin shows how offices can realize the same gains."—Jeffrey M. Corbin, Operations Manager, Laitram MachineryTable of ContentsIntroduction -- About the Authors -- Acknowledgments -- How to Use This Book -- Part One: Getting Started -- Chapter One: Operational Excellence in the Office -- Chapter Two: The Key Function of Any Office -- Chapter Three: Value Stream Design for the Office -- Chapter Four: Determine Service Families -- Chapter Five: Create a Current State Value Stream Map for Each Service Family -- Part Two: Applying the Nine Guidelines for Office Flow -- Chapter 6: Guideline #1 Takt and Takt Capability -- Chapter 7: Guideline #2 Continuous Flow -- Chapter 8: Guideline #3 FIFO -- Chapter 9: Guideline #4 Workflow Cycles -- Chapter 10: Guideline #5 Integration Events -- Chapter 11: Guideline #6 Standard Work -- Chapter 12: Guideline #7 Single-Point Initialization -- Chapter 13: Guideline #8 Pitch -- Chapter 14: Guideline #9 Changes in Demand -- Chapter 15: Applying the Nine Guidelines: The Acid Test -- Part Three: Creating Operational Excellence.
£166.25
Taylor & Francis Ltd The Lean Anthology
Book SynopsisThe Lean Anthology: A Practical Primer in Continual Improvement presents operations management case studies that illustrate a Lean process improvement journey. Ideal for non-engineers, adult learners, and corporate or business education settings, this book can help you and your organization understand and apply Lean practices as part of a plan for saving money, generating revenues, or freeing up resources particularly in settings not traditionally associated with Lean.The stories are easy to understand, simple accounts of everyday people negotiating life. The characters observe and integrate the principles of Lean into their personal and professional lives. Each Lean case study will help you understand and apply a different approach to the relentless pursuit of the strategic elimination of waste.The stories are organized into a framework for implementing a Lean transformation called The Five Cs: Customer, Capability, Control, Coordination, and Context/Culture. These are the five stagesTrade ReviewThis is a truly creative and engaging book. Like Goldratt’s The Goal, this book teaches the principles and concepts that form the basis for effective management of operations through the medium of stories. Learning is fun and painless and yet the lessons are deep.—Morris Cohen, Panasonic Professor of Manufacturing & Logistics, The Wharton School, University of PennsylvaniaWhat a great book—so inviting, interesting, and creative. Great practical Lean insights from a non-manufacturing point of view.—Arthur V. Hill, Associate Dean for MBA Programs and Professor of Supply Chain and Operations, University of MinnesotaGoldberg and Weiss take key business concepts and make them accessible for anyone committed to self-improvement. Their approach is simple and effective…and reminds me how much more I can do to apply Lean thinking both in and out of the office for real results!—Kevin Klau, Senior Vice President, Business Units, Hach CompanyThe Lean Anthology is full of rich nuggets of gold that can be applied to both personal and professional life. Rebecca Goldberg and Elliott Weiss combine storytelling and teaching through short vignettes that will revolutionize the reader’s thinking and lead to lasting business results bolstering your company’s competitive advantage. This pragmatic approach is certain to transform you, your team, and those around you.—Monica Barker, Director Strategic Marketing North America, AREVA, Inc.Even experienced practitioners can use The Lean Anthology to see additional applications for Lean tools. This book is comprehensive, enlightening, refreshing, and fun to read—which allows the reader to easily follow the pragmatic presentation of each Lean concept and practice.—Frederick S. Buchman, Co-Author of Balanced Scorecard Strategies for DummiesMust-reading for anyone with responsibility for or interest in any form of operations. Few managers understand and embrace the importance of continuous improvement. The challenge is to learn how to do it… this is the need this book fulfills.—Wallace Stettinius, author of Principles of General Management, The Art and Science of Getting Results Across Organizational Boundaries, and How to Plan and Execute Strategy: 24 Steps to Implement Any Corporate Strategy SuccessfullyTable of ContentsIntroduction, Acknowledgments, About the Authors, About the Artist, I Customer, II Capability, III Control, IV Coordination, V Context and Culture, Epilogue
£166.25
Taylor & Francis Ltd Lean Sustainability
Book SynopsisWhile Lean principles have been around for decades, the practices have yet to keep current with the growing area of Sustainability. This book provides an implementation approach to integrating Lean and Sustainability principles toward a circular economy.Lean Sustainability: A Pathway to a Circular Economy illustrates an integrated Lean and Sustainability approach that is applicable to manufacturing, healthcare, service, and other industries. This comprehensive approach will guide organizations toward a circular economy to drive competitive business practices further while being environmentally, socially, and economically responsible. The eBook version includes full color images.This book will help any industry practitioner interested in helping their business improve flow, reduce waste, and become more environmentally conscious.Table of Contents1. Introduction. 2. Lean Overview. 3. Sustainability Overview. 4. Systems Thinking and the Circular Economy. 5. Cultivating a Lean Sustainability Culture. 6. Integrated Lean and Sustainability Framework. 7. Selecting and Prioritizing Lean Green Projects. 8. Mapping the Value Stream for an Eco-Friendly Flow of Material and Information. 9. Using a Lean Sustainability Lens for Business Process Mapping. 10. Analyzing Lean, Value, and Waste for Sustainable Continuous Improvement. 11. Using 5S to Reduce the Environmental Footprint. 12. Tracking Sustainability Efforts through Visual Management. 13. Utilizing Single-Minute Exchange of Dies for an Environmentally Friendly Changeover Process. 14. Employing Total Productive Maintenance for Eco-Friendly Equipment Maintenance. 15. Integrating Sustainability Principles into Mistake Proofing to Prevent Waste. 16. Ensuring Consistent Performance through Standard Work. 17. Environmentally Conscious Material Movement throughout the Enterprise. 18. Creating a Green Supply Chain. 19. Integrating Sustainability into the Organization’s Strategic Goals Using Hoshin Kanri. 20. Sustaining Lean Sustainability as a Strategic Initiative. 21. Shifting from a Linear to a Circular Economy. 22. Future and Challenges of Lean Green Sustainability. 23. Developing a University Sustainability Recycling Process and Metrics. 24. Implementing Lean Sustainability Practices in Agriculture. 25. Applying Lean Sustainability Principles to Fuel Testing at a National Airport. 26. Incorporating Lean Sustainability Improvement in a Hospital’s Sterile Instrument Processing.
£73.14
Taylor & Francis Ltd Understanding Measuring and Improving Daily
Book SynopsisUnderstanding, Measuring, and Improving Daily Management explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well.Reactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause aTable of ContentsContentsIntroduction: The Importance of Effective Daily Management................. xi1 Supportive Organisation Structure – Element 1................................. 1The Causes of Equipment Failure and the 5 Whys........................................... 2What Is the Pathway of Mechanical Equipment Failure?................................... 3Failure Mechanisms of the Parts that Make Up Our Plant and Equipment...... 4Failure Mechanisms......................................................................................... 4Example of the Impact of the Laws of Physics on the FailureMechanisms of Working Items....................................................................... 5The Pendulum of Change – the History of Ownership within theWorkplace............................................................................................................ 7Area Based Team Structure................................................................................ 8The 4 Stages of Area Based Team Development............................................. 13Further Learning from Area Based Team Structure.........................................17The Need to Address All Failures, Not Just Equipment Failures..................... 202 Effective Frontline Leaders – Element 2........................................... 23What Do We Mean by Frontline Leader?......................................................... 23The New Approach....................................................................................... 23What Should Be the Allocation of Time for a Frontline LeaderSupporting Operational Excellence?............................................................. 25What Structure and Rosters Should We Have to Support theDevelopment of Our Frontline Leaders?...................................................... 26What Should Be the Roles and Responsibilities of a Frontline Leader?...... 28Possible Key Roles......................................................................................... 28Coaching of Team Members..........................................................................31What Attributes Should We Develop in Our Frontline Leaders?..................31What Skills Should We Develop in Our Frontline Leaders?........................ 321. Knowledge of Responsibilities (Policies and Procedures)................... 342. Knowledge of Work (Base Skills)........................................................ 343. Skill in Instructing (Teaching Skills).................................................... 354. Skill in Improving (Mastery Skills)....................................................... 355. Skill in Team Work (Team Skills)......................................................... 356. Skill in Leading (Leadership Skills)...................................................... 35Team Skills, Teaching Skills and Leadership Skills Training....................... 35Team Skills................................................................................................. 35Team Skills Assessment.................................................................................... 39Teaching Skills and Leadership Skills........................................................... 42What Should Be a Typical Day/Week of a Frontline Leader?...................... 43What Is the Best Way to Develop the Desired Attributes and Skills ofOur Frontline Leaders?.................................................................................. 44Use of Skills Matrices.................................................................................... 44Summary Checklist for Developing Frontline Leaders.................................... 45Note................................................................................................................... 463 Appropriate Measures – Element 3: Key Success Factors forOperations........................................................................................ 47Order Is Important............................................................................................ 49Establishing Performance Measures................................................................. 50Displaying Your Performance Measures.......................................................... 50Establishing a Baseline and Targets..................................................................51Call to Action.................................................................................................... 55Note................................................................................................................... 554 Structured Daily Review Meetings – Element 4............................... 57Naming of Your Daily Review Meetings.......................................................... 58What Should Be the Reason and Purpose of a Daily Review Meeting?......... 59What Makes an Effective Daily Review Meeting?............................................ 60What Information Should Be Reported at Daily Review Meeting?..................61What Information Does the Production Manager Require on a DailyBasis?...............................................................................................................61Selecting Performance Measures for Review at a Daily Review Meeting........61Developing the Format and Agenda of a DailyReview Meeting................................................................................................. 62Determining the Rules for a Daily Review Meeting........................................ 65Setting Triggers and Policies to Initiate Frontline Problem-Solving RootCause Analysis.................................................................................................. 66Start of Shift Review Meeting............................................................................675 Visual Information Centres – Element 5........................................... 69What Should Be Displayed?.............................................................................. 70Setting Up Your Information Centres............................................................... 70Example Layout of Basic Concern Strip........................................................... 75Example Layout of a Root Cause Analysis Concern Strip............................... 766 Frontline Problem-Solving Root Cause Analysis Capability –Element 6.......................................................................................... 81PLAN: Understand the Problem and Developan Action Plan................................................................................................... 83DO: Implement Solutions (the Action Plan) (Step 5)....................................... 83CHECK: Evaluate Results (Step 6).................................................................... 84ACT: List Future Actions (Step 7)...................................................................... 84Introducing Frontline Problem-Solving Root Cause Analysis.......................... 84Identifying the Initial Frontline Problems for Your Development Program... 87Finding the Resources for On-Going Frontline Problem-Solving RootCause Analysis.................................................................................................. 89Outline of the 7 Step Frontline Problem-SolvingRoot Cause Analysis Process............................................................................ 90Step 1: Define the Problem............................................................................... 93Problem Statement:....................................................................................... 951.1 Establish Problem Statement in Object-Deviation Format................. 95Problem Description:.................................................................................... 951.2 What Is the Problem?.......................................................................... 951.3 Where Did We Find the Problem? (Point of Observation)................ 951.4 When Did It Happen?......................................................................... 961.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem ......... 961.6 Point of Observation or Where Did You First Identify You Had a Problem .............. 961.7 Point of Occurrence or Where Do You Believe the Problem Is Originating From .............. 961.8 Problem Definition = Problem Statement + Problem Description....... 971.9 Problem History or the Sequence of Events Leading Up to the Problem ............... 98Step 2: Contain Problem................................................................................... 992.1 Identify a Containment Action............................................................. 1002.2 Enact the Containment Action..............................................................1012.3 Communicate the Containment Action................................................1012.4 Verify the Effectiveness of the Containment Action............................101Step 3: Analyse Problem..................................................................................1013.1 Confirm the Effect Statement................................................................1033.2 Identify Those to Be Involved..............................................................1033.3 Identify Questions and Information Required.....................................1033.4 Prepare Materials...................................................................................1043.5 Select the Initial Categories to Promote the Brainstorming.................1043.6 Populate the Cause & Effect Diagram..................................................1043.7 Conduct Quality Check of the Causes..................................................1053.8 Eliminate or Confirm Causes................................................................1053.9 Select the Most Significant Possible Causes......................................... 106Step 4: Develop Root Cause Solutions............................................................1074.1 Extend Main Causes into Cause Statements.........................................1094.2 Identify Those to Be Involved..............................................................1094.3 Identify Questions and Information Required.....................................1104.4 Prepare Materials...................................................................................1104.5 Enter Cause Statements and Populate the Why-Why Diagram............1104.6 Verify Each Answer to a Why with Data or Observational Evidence.................1114.7 Summarise the Root Cause Pathways that Will Best Address the Problem............1124.8 Identify Possible Solutions to Each Cause in the Two Pathways.........1124.9 Select All the Solutions You Can Work On..........................................1124.10 Select All the Remaining Solutions You Can Recommend to Others...............112Step 5: Implement Solutions............................................................................1145.1 Establish Appropriate Criteria for Developing Solutions......................1145.2 Identify and Select the Most Appropriate Solution or Solutions...........1155.3 Develop a List of Proposed Key Actions for Each Solution.................1185.4 Gain Approval or Permission Including All Sign-Offs Required to Implement the Key Actions.........1185.5 Obtain the Necessary Resources to Complete the Proposed Actions within the Required Timeframe...........1185.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the Initial Actions Have Been Completed.........1185.7 Test or Measure the Effectiveness of the Actions in the Short Term......119Step 6: Evaluate Results...................................................................................1196.1 Ensure Your Actions Are Having the Required Impact...................... 1206.2 If Appropriate, Conduct an Acid Test.................................................. 1206.3 Lock in the Improvements................................................................... 1206.4 Review Containment of Problem..........................................................121Step 7: List Future Actions...............................................................................1217.1 Adjust or Refine Solutions......................................................................1217.2 Recommend Future Action....................................................................1227.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary Sheet........1227.4 Conduct Horizontal Deployment Where Appropriate..........................123Reflection on the 7 Step Process.....................................................................124Key Learning from Frontline Problem-Solving Root Cause Analysis.............1247 Rapid Sharing of Learning Capability – Element 7........................ 127The Need for a Learning Organisation...........................................................127Actions to Help Create a Learning Organisation............................................129Establish Standards for Documenting Outcomes........................................129Establish a Continuous Improvement Library and Knowledge Base.........129Establish an Effective Daily Review Meeting Plan..................................... 130Create the Right Environment to Promote Adult Learning........................ 1308 The Way Forward............................................................................ 133Preparation Action Plan...................................................................................133Implementation Action Plan............................................................................135Daily Review Meeting Rating......................................................................... 138Reference List of Articles and Books.....................................................141Index..................................................................................................... 143
£32.99
Taylor & Francis Ltd Understanding Measuring and Improving Daily
Book SynopsisUnderstanding, Measuring, and Improving Daily Management explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well.Reactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause aTable of ContentsContentsIntroduction: The Importance of Effective Daily Management................. xi1 Supportive Organisation Structure – Element 1................................. 1The Causes of Equipment Failure and the 5 Whys........................................... 2What Is the Pathway of Mechanical Equipment Failure?................................... 3Failure Mechanisms of the Parts that Make Up Our Plant and Equipment...... 4Failure Mechanisms......................................................................................... 4Example of the Impact of the Laws of Physics on the FailureMechanisms of Working Items....................................................................... 5The Pendulum of Change – the History of Ownership within theWorkplace............................................................................................................ 7Area Based Team Structure................................................................................ 8The 4 Stages of Area Based Team Development............................................. 13Further Learning from Area Based Team Structure.........................................17The Need to Address All Failures, Not Just Equipment Failures..................... 202 Effective Frontline Leaders – Element 2........................................... 23What Do We Mean by Frontline Leader?......................................................... 23The New Approach....................................................................................... 23What Should Be the Allocation of Time for a Frontline LeaderSupporting Operational Excellence?............................................................. 25What Structure and Rosters Should We Have to Support theDevelopment of Our Frontline Leaders?...................................................... 26What Should Be the Roles and Responsibilities of a Frontline Leader?...... 28Possible Key Roles......................................................................................... 28Coaching of Team Members..........................................................................31What Attributes Should We Develop in Our Frontline Leaders?..................31What Skills Should We Develop in Our Frontline Leaders?........................ 321. Knowledge of Responsibilities (Policies and Procedures)................... 342. Knowledge of Work (Base Skills)........................................................ 343. Skill in Instructing (Teaching Skills).................................................... 354. Skill in Improving (Mastery Skills)....................................................... 355. Skill in Team Work (Team Skills)......................................................... 356. Skill in Leading (Leadership Skills)...................................................... 35Team Skills, Teaching Skills and Leadership Skills Training....................... 35Team Skills................................................................................................. 35Team Skills Assessment.................................................................................... 39Teaching Skills and Leadership Skills........................................................... 42What Should Be a Typical Day/Week of a Frontline Leader?...................... 43What Is the Best Way to Develop the Desired Attributes and Skills ofOur Frontline Leaders?.................................................................................. 44Use of Skills Matrices.................................................................................... 44Summary Checklist for Developing Frontline Leaders.................................... 45Note................................................................................................................... 463 Appropriate Measures – Element 3: Key Success Factors forOperations........................................................................................ 47Order Is Important............................................................................................ 49Establishing Performance Measures................................................................. 50Displaying Your Performance Measures.......................................................... 50Establishing a Baseline and Targets..................................................................51Call to Action.................................................................................................... 55Note................................................................................................................... 554 Structured Daily Review Meetings – Element 4............................... 57Naming of Your Daily Review Meetings.......................................................... 58What Should Be the Reason and Purpose of a Daily Review Meeting?......... 59What Makes an Effective Daily Review Meeting?............................................ 60What Information Should Be Reported at Daily Review Meeting?..................61What Information Does the Production Manager Require on a DailyBasis?...............................................................................................................61Selecting Performance Measures for Review at a Daily Review Meeting........61Developing the Format and Agenda of a DailyReview Meeting................................................................................................. 62Determining the Rules for a Daily Review Meeting........................................ 65Setting Triggers and Policies to Initiate Frontline Problem-Solving RootCause Analysis.................................................................................................. 66Start of Shift Review Meeting............................................................................675 Visual Information Centres – Element 5........................................... 69What Should Be Displayed?.............................................................................. 70Setting Up Your Information Centres............................................................... 70Example Layout of Basic Concern Strip........................................................... 75Example Layout of a Root Cause Analysis Concern Strip............................... 766 Frontline Problem-Solving Root Cause Analysis Capability –Element 6.......................................................................................... 81PLAN: Understand the Problem and Developan Action Plan................................................................................................... 83DO: Implement Solutions (the Action Plan) (Step 5)....................................... 83CHECK: Evaluate Results (Step 6).................................................................... 84ACT: List Future Actions (Step 7)...................................................................... 84Introducing Frontline Problem-Solving Root Cause Analysis.......................... 84Identifying the Initial Frontline Problems for Your Development Program... 87Finding the Resources for On-Going Frontline Problem-Solving RootCause Analysis.................................................................................................. 89Outline of the 7 Step Frontline Problem-SolvingRoot Cause Analysis Process............................................................................ 90Step 1: Define the Problem............................................................................... 93Problem Statement:....................................................................................... 951.1 Establish Problem Statement in Object-Deviation Format................. 95Problem Description:.................................................................................... 951.2 What Is the Problem?.......................................................................... 951.3 Where Did We Find the Problem? (Point of Observation)................ 951.4 When Did It Happen?......................................................................... 961.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem ......... 961.6 Point of Observation or Where Did You First Identify You Had a Problem .............. 961.7 Point of Occurrence or Where Do You Believe the Problem Is Originating From .............. 961.8 Problem Definition = Problem Statement + Problem Description....... 971.9 Problem History or the Sequence of Events Leading Up to the Problem ............... 98Step 2: Contain Problem................................................................................... 992.1 Identify a Containment Action............................................................. 1002.2 Enact the Containment Action..............................................................1012.3 Communicate the Containment Action................................................1012.4 Verify the Effectiveness of the Containment Action............................101Step 3: Analyse Problem..................................................................................1013.1 Confirm the Effect Statement................................................................1033.2 Identify Those to Be Involved..............................................................1033.3 Identify Questions and Information Required.....................................1033.4 Prepare Materials...................................................................................1043.5 Select the Initial Categories to Promote the Brainstorming.................1043.6 Populate the Cause & Effect Diagram..................................................1043.7 Conduct Quality Check of the Causes..................................................1053.8 Eliminate or Confirm Causes................................................................1053.9 Select the Most Significant Possible Causes......................................... 106Step 4: Develop Root Cause Solutions............................................................1074.1 Extend Main Causes into Cause Statements.........................................1094.2 Identify Those to Be Involved..............................................................1094.3 Identify Questions and Information Required.....................................1104.4 Prepare Materials...................................................................................1104.5 Enter Cause Statements and Populate the Why-Why Diagram............1104.6 Verify Each Answer to a Why with Data or Observational Evidence.................1114.7 Summarise the Root Cause Pathways that Will Best Address the Problem............1124.8 Identify Possible Solutions to Each Cause in the Two Pathways.........1124.9 Select All the Solutions You Can Work On..........................................1124.10 Select All the Remaining Solutions You Can Recommend to Others...............112Step 5: Implement Solutions............................................................................1145.1 Establish Appropriate Criteria for Developing Solutions......................1145.2 Identify and Select the Most Appropriate Solution or Solutions...........1155.3 Develop a List of Proposed Key Actions for Each Solution.................1185.4 Gain Approval or Permission Including All Sign-Offs Required to Implement the Key Actions.........1185.5 Obtain the Necessary Resources to Complete the Proposed Actions within the Required Timeframe...........1185.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the Initial Actions Have Been Completed.........1185.7 Test or Measure the Effectiveness of the Actions in the Short Term......119Step 6: Evaluate Results...................................................................................1196.1 Ensure Your Actions Are Having the Required Impact...................... 1206.2 If Appropriate, Conduct an Acid Test.................................................. 1206.3 Lock in the Improvements................................................................... 1206.4 Review Containment of Problem..........................................................121Step 7: List Future Actions...............................................................................1217.1 Adjust or Refine Solutions......................................................................1217.2 Recommend Future Action....................................................................1227.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary Sheet........1227.4 Conduct Horizontal Deployment Where Appropriate..........................123Reflection on the 7 Step Process.....................................................................124Key Learning from Frontline Problem-Solving Root Cause Analysis.............1247 Rapid Sharing of Learning Capability – Element 7........................ 127The Need for a Learning Organisation...........................................................127Actions to Help Create a Learning Organisation............................................129Establish Standards for Documenting Outcomes........................................129Establish a Continuous Improvement Library and Knowledge Base.........129Establish an Effective Daily Review Meeting Plan..................................... 130Create the Right Environment to Promote Adult Learning........................ 1308 The Way Forward............................................................................ 133Preparation Action Plan...................................................................................133Implementation Action Plan............................................................................135Daily Review Meeting Rating......................................................................... 138Reference List of Articles and Books.....................................................141Index..................................................................................................... 143
£128.25
Taylor & Francis Faster Better Cheaper in the History of
Book SynopsisThe industrial revolution, mechanization, water and steam power, computers, and automation have given an enormous boost to manufacturing productivity. Faster, Better, Cheaper in the History of Manufacturing shows how the ability to make products faster, better, and cheaper has evolved from the stone age to modern times. It explains how different developments over time have raised efficiency and allowed the production of more and better products with less effort and materials, and hence faster, better, and cheaper. In addition, it describes the stories of inventors, entrepreneurs, and industrialists and looks at the intersection between technology, society, machines, materials, management, and â most of all â humans. Faster, Better, Cheaper in the History of Manufacturing follows this development throughout the ages. This book covers not only the technical aspects (mechanization, power sources, new materials, interchangeable parts, electricity, automation), but oTrade Review"Brilliant insights regarding concepts of manufacturing systems for both practitioners and academics."- Dr. Masaru Nakano, Professor at Keio University, former manager of Toyota Central R&D Laboratories, Inc."What an incredible abundance of facts and information comprehensively gathered and uniquely assembled. Its thorough production presents the fastest, best and cheapest way to make each reader more knowledgeable." - Dr. Stefan Bleiweis, Professor of International Management"This is sure to become a classic in the university curriculum to introduce students to the long history of how people improved society by making things. Roser links the progression of tools and processes from the Stone Age to emerging society to division of labor far earlier than most other scholars. He illustrates the regular progression of technology to improve productivity and closes with the future of work. Thought provoking and a necessary addition to the library of those in industry today."- Mark Warren, manufacturing engineer and amateur historianTable of ContentsThe Significance of Manufacturing – The GM-Toyota NUMMI Joint Venture. The Stone Age. The Urban Revolution – The Emergence of Society. Advances During Antiquity. The Middle Ages in Europe. Early Modern Europe. Pioneers of a New Age – The Factory System. Fire is Stronger than Blood and Water – Steam Power. Interchangeable Parts – The American System of Manufacturing. Social Conflict. Technological Advances. Science Meets Shop Floor. The Assembly Line and the Era of the Industrial Empires. Planned Economies – War, Communism, and Other Catastrophes. *Click* Let-Me-Do-This-for-You *Clack* – Computers in Manufacturing. The Toyota Production System and Lean Manufacturing. Where Are We Now?. Things to Come.
£51.29
Taylor & Francis Inc The Lean Office: Collected Practices and Cases
Book SynopsisThe Lean Office: Collected Practices and Cases is a compilation of articles previously published in the Productivity Press newsletter, Lean Manufacturing Advisor. These articles discuss lean implementations in non-manufacturing operations, from design to processing invoices to customer service. Most articles are written in the form of case studies.Highlights include— Practical, in-depth description of lean implementation, written in a conversational, easy-to-read styleA large quantity of case studies unavailable from any other single sourceResponds to your desire for real-world lean office informationTrade Review"I recommend the book as a quick read for people who have some familiarity with lean manufacturing but are wondering how they can adapt some of those principles and methods in their non-manufacturing business". reader testimonial "The book is geared toward mid- and top-level executives, along with operations executives, quality professionals, trainers, and human resource personnel." reader testimonialTable of ContentsPart I: Focusing on the Customer 1. New Toyota Center Seeking To Make Sales & Marketing Lean 2. Transforming a Service Firm 3. Revamping Design Process Increases Speed and Quality 4. Call Center's Transformation Produces Award for Service 5. New Restaurant Owner Sees His Future in a Lean Lunch Part II: Improving Flow 6. Ambulance Office Responds To Calls for Improvements 7. Whether Office or Factory, The Same Principles Apply 8. Neither Culture Nor Equipment Stops Postal Transformation 9. Builders Seek to Demolish Inefficiency Part III: Taking the Right Steps 10. First Steps to Making Your Office Lean 11. 5S Techniques Can Clean Up The Hard Drive of a Computer 12. Simple, Early Wins Help Build Support for Office Lean Efforts 13. Tips for White Collar Kaizens 14. Invoicing and Receiving Receive the Kaizen Treatment 15. Delphi Lean Strategy Evolves To Go Beyond the Shop Floor 16. Improving Flow in an Office Setting 17. Spreadsheets & Data are Tools In Quest for the Lean Office 18. Publisher Makes Key Concepts A Daily Part of Its Newspapers Citations Index
£24.51
Taylor & Francis Inc Freedom from Command and Control: Rethinking Management for Lean Service
Book Synopsis"Command and Control is failing us. There is a better way to design and manage work - a better way to make work work - but it remains unknown to the vast majority of managers."An adherent of the Toyota Production System, John Seddon explains how traditional top-down decision making within service organizations leads to managers who are detached from employees and remote from operations. He demonstrates that decision-making based on purpose-related measures (such as putting customers first and improving services) can help managers reconnect with operations, see waste, and exploit opportunities for improvement. Through extensive case material, he differentiates between command and control and systems thinking and illustrates how the latter leads to improved service, revenues, and staff morale. He also posits that the service industry is fundamentally different from manufacturing, and shows how Toyota production principles must be transformed for application in service organizations.Trade Review"John Seddon describes the real world. In the real world people make the work work - if managers know how to let them."--Alan Hughes, Chief Executive,, First Direct, June 2005 "John Seddon has spent a lifetime developing ways of improving service organizations and service centers in particular. Anyone in the service business would learn a lot from reading this book." --Daniel T Jones, Lean Enterprise Academy,, co-author, "The Machine that Changed the World", June 2005 "Successive governments have sought improvements to public services through a mixture of Whitehall designed carrots and sticks. The approach isn't working. There is a better way. John Seddon's description is clear and practical. Essential reading for public service managers who are willing to change the way they think." --Peter Stott, Managing Director, Home Housing Association, June 2005 "As a public sector practitioner I found John Seddon's book a beacon of sanity in the increasingly insane world of targets, Best Value Performance Indicators, league [i.e., ranking] tables and inspection regimes. Not only is his approach intellectually stimulating - it works! Improved performance across my organization is a testament to its effectiveness." --David Weatherley, Chief Executive,, Tamworth Borough Council, June 2005 "Command and Control is clearly becoming a redundant way of working for many enterprises. It is no longer a satisfactory method of continually driving performance and making an impact as a modern manager in the longer term. People should be the drivers, adaptive to change in order to improve performance, building quality in and around delivery of service. It is a clear question of adding value to an organization and delivery to its customers rather than simply being managed by numbers. This book challenges the reader to examine their approaches to management." --Nick Tofiluk, Assistant Chief Constable, West Midlands Police, June 2005"Organizations knowing the cost of everything and the customer value of nothing will not survive. John Seddon has thrown a lifeline to those who are inspired enough to seize it."--Stephen Parry, Head Of Strategy And Change, Fujitsu Services, June 2005"Seldom in our lifetimes does a person advocate a journey that only promises the opportunity to feel completely and utterly uncomfortable and wrong. Destroying the working paradigm takes a massive act of conviction from management, admitting that you have been wrong (for years) takes an equally massive act of bravery. Putting the two together feels fundamentally insane but to create real moments of change in today's business world takes leaps of faith. In this book John Seddon provides a key to the wise and the brave that can unlock their people, their customers and their profits. Do you have the faith, bravery and conviction to use it?"--Bruce MacLellan, Director, Customer Contact, Capital One, June 2005Table of ContentsAcknowledgement, Introduction: There is a better way, Chapter 1 Once upon a time in manufacturing, Chapter 2 The customer service center as a system, Chapter 3 Redefining the purpose, measures and method of work, Chapter 4 Better measures, better thinking, Chapter 5 The ‘break–fix’ archetype, Chapter 6 Learning to see, learning to lead, Chapter 7 Customers—people who can pull you away from the competition, Chapter 8 Do these hold water?, Chapter 9 Watch out for the toolheads, Conclusion: Revisiting Taylorism, Appendix: The better way to improve public services, Endnotes, Further Reading, Other Publications, Index, About the Author
£48.99
Cambridge University Press Print Culture in Renaissance Italy
a huge range and FREE tracked UK delivery on ALL orders.
£85.50
Cambridge University Press The Eye and Visual Optical Instruments
a huge range and FREE tracked UK delivery on ALL orders.
£89.29
Cambridge University Press Printing Writers and Readers in Renaissance Italy
a huge range and FREE tracked UK delivery on ALL orders.
£37.99
Cambridge University Press Print Culture in Renaissance Italy
a huge range and FREE tracked UK delivery on ALL orders.
£36.09
Cambridge University Press Typographical Antiquities Or The History of Printing in England Scotland and Ireland Volume 3 Cambridge Library Collection History of Printing Publishing and Libraries
Book SynopsisWhen this work was published, its original author had been dead for fifty years. As the title page explains, the work of Joseph Ames (1687â1759) was considerably augmented by William Herbert (1718â95), and then 'greatly enlarged, with copious notes, and illustrated with appropriate engravings' by Thomas Frognall Dibdin (1776â1847), several of whose other works are also reissued in this series. Ames' history of printing, based on his own collection, was published in 1749, as an aid to booksellers in identifying old works (and modern forgeries). Herbert, a printseller and bibliophile, acquired Ames' own interleaved copy of the work and intended to enlarge it, but died having completed only three of six proposed volumes. His working copies then passed to Dibdin, who eventually published this four-volume edition between 1810 and 1819. Volume 3 considers the lives and work of printers from William Faques to Nicholas Bourman.Table of ContentsAdvertisement; 1. William Faques; 2. Henry Pepwell; 3. Peter Treveris; 4. James Nicholson; 5. John Redman; 6. Christopher Truthall; 7. Thomas Godfray; 8. John Skot; 9. John Rastell; 10. Robert Copland; 11. William Copland; 12. Robert Wyer; 13. Robert Redman and Elizabeth Redman; 14. Richard Bankes; 15. Laurence Andrewe; 16. John Reynes; 17. Thomas Berthelet; 18. Richard Fawkes; 19. John Haukins; 20. William Rastell; 21. John Toye; 22. John Byddell; 23. Thomas Gibson; 24. John Gowghe; 25. William Marshall; 26. Richard Grafton; 27. Edward Whitchurch; 28. William Baldwin; 29. Thomas Petit; 30. John Wayland; 31. Andrew Hester; 32. Michael Lobley; 33. John Mayler; 34. William Middleton; 35. John Herforde and his family; 36. Thomas Raynald; 37. Robert Toy and his widow; 38. Richard Lant; 39. William Bonham; 40. Leonard Askell; 41. Nicholas Bourman; Index.
£46.54
Cambridge University Press The European Book in the Twelfth Century
Book SynopsisThe ''long twelfth century'' (10751225) was an era of seminal importance in the development of the book in medieval Europe and marked a high point in its construction and decoration. This comprehensive study takes the cultural changes that occurred during the ''twelfth-century Renaissance'' as its point of departure to provide an overview of manuscript culture encompassing the whole of Western Europe. Written by senior scholars, chapters are divided into three sections: the technical aspects of making books; the processes and practices of reading and keeping books; and the transmission of texts in the disciplines that saw significant change in the period, including medicine, law, philosophy, liturgy, and theology. Richly illustrated, the volume provides the first in-depth account of book production as a European phenomenon.Trade Review'The book should and probably will be perceived as a companion volume to twelfth-century manuscript studies. Whether you read it as a manual to acquire a broader knowledge of the period, or selectively, as a reference tool, its comprehensive character makes it a very accessible introduction to the subject for junior and experienced scholars alike.' Joanna Fronska, Manuscript StudiesTable of ContentsIntroduction Erik Kwakkel and Rodney Thomson; Part I. Book Production: 1. Codicology Erik Kwakkel and Rodney Thomson; 2. Book script Erik Kwakkel; 3. Decoration and illustration Martin Kauffmann; 4. Scribes and scriptoria Rodney Thomson; Part II. Readers and Their Books: 5. Scholars and their books Constant Mews; 6. The libraries of religious houses Teresa Webber; 7. Modes of reading Jenny Weston; 8. Practices of appropriation: writing in the margin Mariken Teeuwen; Part III. Types of Books: 9. Hebrew books Judith Schlanger; 10. Liturgical books Nicolas Bell; 11. Books of theology and bible study Lesley Smith; 12. Logic John Marenbon and Caterina Tarlazzi; 13. Old texts in new contexts: the classical revival Irene O'Daly; 14. Reading the sciences Charles Burnett; 15. Medical books Monica Green; 16. Law books Charles Radding; 17. Vernacular books Ian Short and Nigel F. Palmer.
£36.87
MIT Press 3D Printing The MIT Press Essential Knowledge series
Book SynopsisAn accessible introduction to 3D printing that outlines the additive manufacturing process, industrial and household markets, and emerging uses.The use of 3D printing—digitally controlled additive manufacturing—is growing rapidly. Consumer models of 3D printers allow people to fabricate small plastic objects, from cabinet knobs to wedding cake toppers. Industrial uses are becoming widespread, as businesses use the technology to fabricate prototypes, spare parts, custom-fitted prosthetics, and other plastic or metal items, often at lower cost and with greater efficiency than standard manufacturing. In this volume in the MIT Press Essential Knowledge series, John Jordan offers an accessible introduction to 3D printing, describing the printing process, industrial and household markets, and emerging uses. Jordan outlines the stages of 3D printing, from idea to software model to a printable file that slices the planned object into printable layers to the finishe
£14.24
John Wiley & Sons Inc A Guide to Graphic Print Production
Book SynopsisPrint production requires designers be familiar with graphic design, typography, illustration, editing, workflow management, materials, proofing, mechanical and photographic outputs, prepress processing, paper, color, manufacturing, and distribution.Table of Contents01. graphic print production 8 The Graphic Print Production Flow 16 What Affects Costs? 23 Choosing a Service provider 25 Planning Graphic Print Production 02. the computer 30 The Computer 31 What Makes a Computer Fast? 33 The Monitor 36 Software 38 Storage Media 42 Communication 43 Network 47 The Internet 49 Transferring Files 03. color management 53 What is Color? 54 The Eye and Color 54 RGB: Additive Color Mixing 56 CMYK: Subtractive Color Mixing 58 Pantone and HKS: Two Spot Color Systems 61 Why Are the Colors Never Right? 61 CIE: A Device Independent Color System 62 RGB Color Standards 67 Color Management Systems 68 How the ICC Profile Works 73 Creating Effective Color Management 74 Color Management in Practice 75 Color Conversion 80 Problems with Color Management 04. digital images 84 Object Graphics 86 Pixel Graphics 86 Color Modes 92 Resolution 93 File Formats 100 Compression 103 Digital Cameras 110 Digital Photography 113 Scanners 119 Scanning Images 05. image editing 128 What is a Good Image? 129 Discussing Image Quality and Images 130 Proofing Images 140 Adjusting Images 156 Retouch and Photoshop Tools 165 Naming and Tagging 166 Adjusting the Image for Printing and the Web 168 Editing Images Effectively 06. layout 174 Layout Work 176 Text Manuscript 177 Mounting Text 180 Typefaces, Fonts, and Typography 184 Font File Formats and Functions 187 Pitfalls with Fonts 189 Images in Layout 190 Mounting Images 193 Color in Layout 197 Pitfalls in Managing Colors 199 Pitfalls in the Layout Work 203 Proofing 207 Proofs 209 Sending Documents to Print 211 Structuring and Archiving a guide to graphic print production | 5 07. prepress 216 Postscript 219 PDF 227 JDF: Job Definition Format 230 Adjusting for Printing 239 Proofing and Contract Proofs 246 Imposition 250 Halftone Screening 08. paper 266 Coated or Uncoated 266 Matte/Silk or Glossy 267 Wood-free pulp and Wood-pulp 267 Paper or Cardboard 267 Plastics and Foils 268 Paper Format 270 Basis/Substance Weight 270 Density and Bulk 271 Surface Smoothness and Formation 271 Brightness and Whiteness 271 Opacity 272 Grain Direction 273 Dimensional Stability 273 Strength 274 Age-Resistant and Archival Paper 274 Choosing a Paper 279 Paper and the Environment 282 Handling of the Paper 284 What Paper is Made Of 09. printing 292 Different Printing Techniques 292 Xerography 298 Inkjet 301 Sublimation 303 Offset 318 Letterpress 320 Screen Printing 322 Gravure Printing 325 Flexographic Printing 329 Print Makeready 330 Checking Prints 336 Printing Inks and Environmental Issues 10. finishing and binding 342 Different Types of Finishing and Binding 342 Before Finishing and Binding 344 Varnishing 344 Lamination 345 Foiling 345 Embossing 345 Cropping 346 Die-cutting 347 Punching 347 Folding 349 Creasing 350 Signatures and Sheet Order 351 Metal Stitching 352 Spiral Bindings 353 Glue Binding 353 Thread Sewing 354 Thread Sealing 354 Covering 356 Casing in 11. glossary 359 A 361 B 362 C 367 D 370 E 371 F 373 G 374 H 375 I 378 J 378 K 378 L 380 M 381 N 382 O 383 P 388 Q 388 R 390 S 395 T 397 U 398 V 398 W 399 X 399 Z
£69.26
John Wiley & Sons Inc MicroCutting
Book SynopsisMicro-Cutting: Fundamentals and Applications comprehensively covers the state of the art research and engineering practice in micro/nano cutting: an area which is becoming increasingly important, especially in modern micro-manufacturing, ultraprecision manufacturing and high value manufacturing. This book provides basic theory, design and analysis of micro-toolings and machines, modelling methods and techniques, and integrated approaches for micro-cutting. The fundamental characteristics, modelling, simulation and optimization of micro/nano cutting processes are emphasized with particular reference to the predictabilty, producibility, repeatability and productivity of manufacturing at micro and nano scales. The fundamentals of micro/nano cutting are applied to a variety of machining processes including diamond turning, micromilling, micro/nano grinding/polishing, ultraprecision machining, and the design and implementation of micro/nano cutting process chains andTable of ContentsList of Contributors xi Series Preface xiii Preface xv Part One Fundamentals 1 1 Overview of Micro Cutting 3 Dehong Huo and Kai Cheng 1.1 Background and Scope 3 1.1.1 Micro Manufacturing 3 1.1.2 History and Development Process of Micro Cutting 5 1.1.3 Definition and Scope of Micro Cutting 7 1.1.4 Micro Cutting and Nanometric Cutting 8 1.2 Materials in Micro Cutting 10 1.3 Micro Cutting Processes 11 1.3.1 Micro Turning 12 1.3.2 Micro Milling 12 1.3.3 Micro Drilling 13 1.3.4 Micro Grinding 14 1.4 Micro Cutting Framework 14 References 16 2 Micro Cutting Mechanics 19 Dehong Huo and Kai Cheng 2.1 Introduction 19 2.2 Characterization of Micro Cutting 20 2.2.1 Micro Cutting and Ultra-Precision Machining 21 2.2.2 Enabling Technologies for Micro Cutting 22 2.3 Micro Cutting Mechanics 25 2.3.1 Size Effects 26 2.3.2 Chip Formation and Minimum Chip Thickness 27 2.3.3 Specific Cutting Energy and Micro Cutting Force Modelling 29 2.3.4 Surface Generation and Burr Formation 33 2.4 Micro Machinability Issues and the Scientific Approaches 39 2.4.1 Vibration Assisted Micro Cutting 40 2.4.2 Laser Assisted Micro Cutting 40 2.5 Summary 41 References 42 3 Micro Tooling Design and Manufacturing 45 Paul T. Mativenga, Ampara Aramcharoen and Dehong Huo 3.1 Tool Size and Machining Scale 45 3.2 Manufacturing Methods for Solid Shank Micro Tools 46 3.3 Coatings and Coated Solid Shank Micro Tools 48 3.3.1 Closed Field Unbalanced Magnetron Sputter Ion Plating (CFUBMSIP) 50 3.3.2 Coating Layout 50 3.4 Importance of Coated Micro Tools 52 3.5 Diamond Micro Cutting Tools 53 3.6 Micro Cutting Tool Wear 55 3.7 Smart Cutting Tools 58 References 59 4 Ultraprecision and Micro Machine Tools for Micro Cutting 63 Christian Brecher and Christian Wenzel 4.1 Introduction 63 4.2 Components of High Precision Machine Tools 64 4.2.1 Machine Base Materials 65 4.2.2 Drive Systems 66 4.2.3 Guidance Systems 69 4.2.4 Control Systems and Amplifiers 70 4.3 Diamond Turning Machines and Components 70 4.3.1 Typical Machine Setup 71 4.3.2 Market Comparison 73 4.3.3 Fast Tool Servo Technology 78 4.4 Precision Milling Machines 79 References 85 5 Engineering Materials for Micro Cutting 87 Sathyan Subbiah and Shreyes N. Melkote 5.1 Introduction 87 5.2 ‘Size’ Effects 88 5.3 Strain and Stress in Cutting 90 5.4 Elastic and Plastic Behaviours at the Micro-scale 94 5.5 Fracture 99 5.6 Metals, Brittle Materials and Others 105 5.6.1 Pure Materials 105 5.6.2 Ductile Metals 106 5.6.3 Brittle Materials – Glass, Silicon, Germanium, Tungsten Carbide 107 5.6.4 Other Materials – Amorphous Alloys, Graphene and Embedded Polymers 108 5.7 Summary 111 References 112 6 Modelling and Simulation of Micro Cutting 115 Ying-Chun Liang, Qing-Shun Bai and Jia-Xuan Chen 6.1 FE modelling and Analysis 116 6.1.1 Finite Element Model 116 6.1.2 Simulation on Micro-burr Formation 117 6.1.3 Influence of the Tool Edge Radius on Cutting Forces 118 6.1.4 Stress Distribution on the Micro-cutter 120 6.1.5 Micro-tool-tip Breakage 120 6.1.6 Thermal Analysis on Micro Cutting 123 6.2 Molecular Dynamics (MD) Modelling and Analysis 124 6.2.1 MD Modelling Process and Simulation 124 6.2.2 Modelling Analysis of Micro Cutting 127 6.2.3 Scratching Simulation by Using MD 128 6.2.4 Friction and Wear Simulation by Using MD 132 6.2.5 Effect of the Crystal Plane of Single Crystal and Multicrystalline 135 6.2.6 Improvement of the MD Simulation Capability 137 6.3 Multiscale Modelling and Analysis 138 6.3.1 Advance in Multiscale Simulation Methods 140 6.3.2 Applications of Multiscale Simulation in Micro Cutting Processes 143 6.3.3 Research Challenges and Future Trends 147 6.4 Summary 148 References 148 Part Two Applications 153 7 Diamond Turning and Micro Turning 155 Dehong Huo and Kai Cheng 7.1 Introduction 155 7.2 Ultra-precision Diamond Turning 155 7.2.1 A Historical Perspective of Diamond Turning 156 7.2.2 Material Perspectives 158 7.2.3 Micro Structuring by Diamond Turning 159 7.3 Micro Turning 166 7.3.1 Micro Turning Tool Fabrication 166 7.3.2 Micro Machines for Micro Turning 171 7.3.3 Size Effect Arising from Micro Turning 178 7.4 Challenges Arising from Micro Turning 182 References 182 8 Micro Milling: The State-of-the-art Approach Towards Applications 185 Tao Wu and Kai Cheng 8.1 Introduction 185 8.2 Fundamental Elements in Micro Milling 186 8.2.1 Micro Milling Machines 187 8.2.2 Cutting Tools 189 8.2.3 Process Conditions 195 8.2.4 Work Materials 197 8.3 Micro Milling Mechanics 198 8.3.1 Size Effect in Micro-Scale Cutting 198 8.3.2 Minimum Chip Thickness 200 8.3.3 Work Micro Structure Effect 203 8.4 Modelling of the Micro Milling Process 205 8.4.1 Finite Element Modelling 206 8.4.2 Mechanistic Modelling 208 8.5 Metrology and Instrumentation 212 8.5.1 3D Surface Profilers 212 8.5.2 Microscopes 212 8.5.3 Process Monitoring Sensors and Systems 214 8.6 Scientific and Technological Challenges 217 8.6.1 Tool Run-out 217 8.6.2 Tool Wear and Life 218 8.6.3 Micro-Burr Formation 218 8.6.4 Process Conditions Optimization 219 8.7 Application Perspectives 220 8.8 Concluding Remarks 220 References 221 9 Micro Drilling Applications 227 M. J. Jackson, T. Novakov and K. Mosiman 9.1 Chapter Overview 227 9.2 Investigation of Chatter in Mesoscale Drilling 227 9.2.1 Torsional-axial Model 231 9.2.2 Bending Model 239 9.2.3 Combination of the Bending and Torsional-axial Models 242 9.2.4 Chatter Suppression 251 9.2.5 Research Challenges 256 9.3 Investigation of Chatter in Micro Drilling 257 9.4 Case Study: Micro Drilling Medical Polymer Materials and Composites 265 9.4.1 Tooling Selection 266 9.4.2 Cutting Mechanisms and Considerations 267 9.4.3 Drilling 268 9.4.4 Burr Elimination when Drilling Polymers 269 9.5 Conclusions 270 Acknowledgements 271 References 272 10 Micro Grinding Applications 275 Han Huang 10.1 Introduction 275 10.2 Principles and Methodologies 278 10.2.1 Removal Mechanism in the Grinding of Brittle Materials 278 10.2.2 Interaction Between a Work Material and Diamond Abrasives 280 10.2.3 Grinding Approaches for Micro Grinding 285 10.3 Implementation Perspectives 286 10.3.1 Truing and Dressing 286 10.3.2 Characterization of Wheel Topography and Cutting Edge Distribution 287 10.3.3 Measurement of Grit Height Distribution 291 10.3.4 Characterization of Abrasive Wear 292 10.3.5 Compensation Grinding 292 10.3.6 Pragmatic Aspects in Profile Grinding 297 10.3.7 Parametric Effects in Profile Grinding 298 10.4 Application Cases 299 10.4.1 Micro Grinding of Aspherical Moulds 299 10.4.2 Micro Grinding of Optical Fibre Connectors 305 Acknowledgements 311 References 311 11 In-Process Micro/Nano Measurement for Micro Cutting 315 Wei Gao, Kang-Won Lee, Young-Jin Noh, Yoshikazu Arai and Yuki Shimizu 11.1 Introduction 315 11.2 The Hybrid Instrument for Micro Cutting and In-process Measurement 316 11.3 In-process Measurement of Micro Cutting Force 326 11.4 In-process Measurement of Micro Wear of Cutting Tool 331 11.5 In-process Measurement of Micro Surface Form 337 11.6 Summary 342 References 343 Index 345
£117.95
Schiffer Publishing Ltd WORLDS FAIR COLLECTIBLES 1964 Schiffer Book for
Book SynopsisAmid the turmoil of the 1960s, the 1964-65 NY World''s Fair was a welcomed break that gave a glimpse into the upcoming high-tech age. It was here that visitors would see such things as touch tone phones, picturephones, animatronics & computers for the first time. During the Fair''s 2-year run, thousands of souvenirs were sold, and free brochures and pins were given to fairgoers. Today, these items are highly sought after by collectors and those who want to relive their days at the fair. Over 600 color photos along with a price guide illustrate the huge array of collectibles from this fair. Shown also are rare items used in the everyday operations by the employees who worked there.
£23.79
Schiffer Publishing Ltd Wool
Book SynopsisThe story of wool's far-reaching influence in the United States over the past 400 years, though text and over 100 photographs Keeping people warm for four centuries, wool has been an essential commodity from colonial times to the present. Wool's colorful and surprisingly epic tale has impacted millions of lives in the U.S., from immigrants, slaves, and Native Americans, to farmers and advertisers. Author and wool weaver Peggy Hart reveals little-known but fascinating facts about the history of wool, and the sheep that have provided it, in the U.S.for example, how huge flocks of sheep were driven to the California gold fields to feed hungry miners, why sheep grazed on the White House lawn during World War I, and more. Moving from the realms of handcrafted artisanry to industrialization and back, Wool is a story of technological and social change, marketing forces, and above all, consumer choices. Wool is a must-read for anyone interested in offeat U.S. history, wool as a maTrade Review"As a production weaver using an industrial loom, the author of this interesting history of wool as a commodity in the USA enjoys an interesting perspective... This is a worthwhile non-academic read, even if you do not live in the USA" - Christina Chisholm, Online Guild, 2018
£17.09
Rizzoli International Publications Grand Complications High Quality Watchmaking v 5
Book SynopsisGrand Complications provides a detailed overview of complicated watchmaking. This reference work for connoisseurs deals with each of the major horological complications by theme, from their history through to their most recent developments
£23.83
Rizzoli International Publications grandcomplicationsvolumevi
Book SynopsisNow in its sixth edition, this catalogue is a survey of the highest quality, complicated timepieces from the world’s most luxurious watchmakers. Grand Complications provides a detailed overview of complicated watchmaking. This reference work for connoisseurs deals with each of the major horological complications by theme, from their history through to their most recent developments.
£23.28
Children's Universe,U.S. Grand Complications High Quality Watchmaking
Book SynopsisGrand Complications, Vol. VII provides a detailed overview of complicated watchmaking. Published by Tourbillon International, this reference work for connoisseurs deals with each of the major horological complications by theme, from their history through to their most recent developments. Multi-complications, minute repeaters and sonneries, tourbillons, equations of time, perpetual calendars, chronographs, jump hours and retrograde mechanisms, GMTs and multiple time zones are reviewed in great detail. The latest creations by over 23 elite watch manufacturers are displayed and accompanied by technical descriptions, comprising more than 400 pages in this book that already has earned respect among connoisseurs.
£30.70
Children's Universe,U.S. Grand Complications Volume VIII
Book SynopsisGrand Complications, Volume VIII provides a detailed overview of complicated watchmaking. This reference work for connoisseurs deals with each of the major horological complications by theme, from their history through to their most recent developments. Multi-complications, minute repeaters and sonneries, tourbillons, equations of time, perpetual calendars, chronographs, jump hours and retrograde mechanisms, GMTs and multiple time zones are reviewed in great detail. With the latest creations by more than twenty-three elite watch manufacturers displayed and accompanied by technical descriptions, this book has earned respect among connoisseurs.
£30.90
Rizzoli International Publications Grand Complications Volume IX Volume 9 Grand
Book SynopsisThis catalogue features the highest-quality complicated timepieces from the world’s most luxurious watchmakers.
£30.90
Rizzoli International Publications Grand Complications Volume X Volume X
Book SynopsisThis catalog features the highest-quality complicated timepieces from the world's most luxurious watchmakers. Published by Tourbillon International, this reference work for connoisseurs deals with each of the major horological complications by theme, from their history to their most recent developments.
£31.10
Rizzoli International Publications Watches International Volume XV Volume XV
Book SynopsisShowcasing the latest masterpieces from leading manufacturers, this is the most comprehensive and current guide on watches available. Now in its fifteenth edition, Watches International showcases the latest watches from around the world, from every major watchmaker including Audemars Piguet, Breguet, Bvlgari, Hublot, Longines, Patek Philippe, Richard Mille, TAG Heuer, and Zenith.
£26.98
