Peter L. King – författare

Compared to its widespread implementation across almost all areas of production, Lean improvement efforts lag within the process industries. While many innovators have successfully applied Lean principles to these industries during the past three decades, most of those pioneering efforts were never recorded to guide the improvement efforts of others.

Drawing on more than 40 years of application experience at one of the world’s largest chemical and materials manufacturers, coupled with 10 years in private practice, Peter King corrects this void by providing the first comprehensive resource written explicitly for change agents within the process industries. Focusing on areas where the improvement needs of the process industry differ from parts assembly manufacturing, Lean for the Process Industries: Dealing with Complexity, Second Edition:

Since the publication of the first edition of this book, Peter King has been busy consulting with food, beverage, gasoline additive, and nutraceutical companies -- these new experiences have broadened his perspectives on certain Lean processes and have given him a richer set of examples to discuss in this new edition.

While Value Stream Mapping is a very powerful tool to understand flow, bottlenecks, and waste in an operation, the traditional format as presented in many other books does not describe all of the data required to fully understand process flow and its detractors. This new edition highlights the necessary additions with examples of why they are useful.

Product wheel scheduling achieves production leveling in a far more comprehensive and effective way than traditional heijunka methods. This edition has a more thorough description of the wheel concept and design steps, and more examples from actual applications.

Compared to its widespread implementation across almost all areas of production, Lean improvement efforts lag within the process industries. While many innovators have successfully applied Lean principles to these industries during the past three decades, most of those pioneering efforts were never recorded to guide the improvement efforts of others.

Drawing on more than 40 years of application experience at one of the world’s largest chemical and materials manufacturers, coupled with 10 years in private practice, Peter King corrects this void by providing the first comprehensive resource written explicitly for change agents within the process industries. Focusing on areas where the improvement needs of the process industry differ from parts assembly manufacturing, Lean for the Process Industries: Dealing with Complexity, Second Edition:

Since the publication of the first edition of this book, Peter King has been busy consulting with food, beverage, gasoline additive, and nutraceutical companies -- these new experiences have broadened his perspectives on certain Lean processes and have given him a richer set of examples to discuss in this new edition.

While Value Stream Mapping is a very powerful tool to understand flow, bottlenecks, and waste in an operation, the traditional format as presented in many other books does not describe all of the data required to fully understand process flow and its detractors. This new edition highlights the necessary additions with examples of why they are useful.

Product wheel scheduling achieves production leveling in a far more comprehensive and effective way than traditional heijunka methods. This edition has a more thorough description of the wheel concept and design steps, and more examples from actual applications.

This book is aimed at manufacturing and planning managers who struggle to bring a greater degree of stability and more effective use of assets to their operations, not realizing the degree to which production scheduling affects those objectives. It has been reported that 75% of the problems on the manufacturing floor are caused by activities outside the plant floor. Poor production scheduling strategies and systems are often the biggest contributors to the 75%.

The book explains in detail that no scheduling strategy, and especially no transition to a different and better scheduling strategy, will succeed without strong commitment and guidance from senior leadership. Leadership must understand their active role in the transition, that people will feel uncomfortable and even threatened by change, and that they will need to be measured by different standards. Effective scheduling requires that following the schedule and production to plan is more important than trying to maximize each day’s throughput.

The book explains the advantages of a structured, regularly repeating schedule: how it can increase throughput, right-size inventory based on cycles and variabilities and therefore make it more usable, and improve customer delivery. It will explain the trade-offs between throughput, inventory, and delivery performance, how those trade-offs are actually decided in production scheduling, and how an appropriate scheduling strategy can make the trade-offs and their ramifications visible. It discusses several popular structured scheduling concepts, their similarities, and differences, to allow the readers to decide which might fit best in their environments.

In addition, the authors discuss what makes an appropriate scheduling software system, and why a package designed for structured scheduling offers capabilities well beyond the Excel workbooks used by many companies, and how it offers much more design capability and ease of use than the finite scheduling modules in SAP or Oracle.

Finally, the authors offer a proven roadmap for implementation, critical success factors necessary to achieve the full potential, and give examples of operations that have done this well. In addition, a guide for leaders and managers post-implementation is provided to help them fully exploit the advantages of a structured, repeating scheduling strategy.

This book is aimed at manufacturing and planning managers who struggle to bring a greater degree of stability and more effective use of assets to their operations, not realizing the degree to which production scheduling affects those objectives. It has been reported that 75% of the problems on the manufacturing floor are caused by activities outside the plant floor. Poor production scheduling strategies and systems are often the biggest contributors to the 75%.

The book explains in detail that no scheduling strategy, and especially no transition to a different and better scheduling strategy, will succeed without strong commitment and guidance from senior leadership. Leadership must understand their active role in the transition, that people will feel uncomfortable and even threatened by change, and that they will need to be measured by different standards. Effective scheduling requires that following the schedule and production to plan is more important than trying to maximize each day’s throughput.

The book explains the advantages of a structured, regularly repeating schedule: how it can increase throughput, right-size inventory based on cycles and variabilities and therefore make it more usable, and improve customer delivery. It will explain the trade-offs between throughput, inventory, and delivery performance, how those trade-offs are actually decided in production scheduling, and how an appropriate scheduling strategy can make the trade-offs and their ramifications visible. It discusses several popular structured scheduling concepts, their similarities, and differences, to allow the readers to decide which might fit best in their environments.

In addition, the authors discuss what makes an appropriate scheduling software system, and why a package designed for structured scheduling offers capabilities well beyond the Excel workbooks used by many companies, and how it offers much more design capability and ease of use than the finite scheduling modules in SAP or Oracle.

Finally, the authors offer a proven roadmap for implementation, critical success factors necessary to achieve the full potential, and give examples of operations that have done this well. In addition, a guide for leaders and managers post-implementation is provided to help them fully exploit the advantages of a structured, repeating scheduling strategy.