Tapping into four decades of leadership experience, 35 years of it in the manufacturing industry, Larry Fast explains how to achieve vertical and horizontal alignment across your organization. He details a clear pathway to excellence via the 12 Principles of Manufacturing Excellence and provides a method for tracking progress—plant by plant and function by function. Emphasizing the importance of using Lean and Six Sigma tools to improve your business, the book:
This resource-rich book will allow you to spell out leadership expectations and provide your employees and associates with a clear understanding of their individual roles. Helping you keep everyone in your organization focused during the quest towards sustainable manufacturing excellence, the accompanying CD supplies the tools you and your team will need to pursue it with passion, confidence, and urgency.
Listen to what Larry Fast has to say about his new book, The 12 Principles of Manufacturing Excellence.
Part One — Part Two
Larry E. Fast is a 35 year veteran of the wire and cable industry and held senior management roles for 27 of those years. At Belden, where he spent his first 25 years, he was one of the youngest Plant Managers to ever take the helm at their flagship plant in Richmond, Indiana. At that time the plant employed over 1200 people in a building of nearly 800,000 square feet. In 1982 he became the senior manufacturing leader of the Electronic Division, a position that he held for 12 years. During that time he conceived and implemented a strategy for manufacturing excellence that substantially improved manufacturing quality, service and cost. He is regarded by some as "the father of manufacturing cells" in bulk cable operations in the industry. Prior to 1987, the only known application of cell technology had been in assembly operations such as cord sets and harnesses. He later started up a new cord set division for Belden and served as the General Manager for 4 years. This experience helped to round him into a stronger manufacturing leader where his passion for excellence continued with a strong customer bias.
In 1997, he joined General Cable Corporation to lead North American Operations as a member of the Corporate Leadership Team. At that time General Cable was known more as a "marketing company" that was frequently handicapped by a grossly underperforming group of manufacturing plants. After two years learning his new company’s culture, people, product groups, systems, etc. he was named the Senior Vice President of Operations. After a 1999 aquisition he had 28 plants reporting to him as well as Corporate Sourcing, Quality, Manufacturing Systems and Advanced Manufacturing Engineering. Later as plants were consolidated to less than 20, he was given expanded responsibility for the North American Supply Chain. This included the addition of Supply Chain Planning and Logistics and three regional distribution centers in addition to the 18 manufacturing facilities in the U.S., Canada and Mexico. These plants produce a diverse range of energy, communications, industrial and specialty wire and cable products.
His vision solidified with a strategy for manufacturing excellence that was embraced by General Cable’s Leadership Team and Board of Directors in 1999. By 2001 the first General Cable plant, (Malvern, Arkansas), won Top 25 recognition as an of Industry Week magazine’s finalist for "Best Plants" in North America. By 2009, General Cable manufacturing plants had been recognized for twenty-one awards honoring nine plants—six of which were named winners of the 10 "Best Plants" in North America. Fast’s plants were the first to achieve three Top 25 awards in consecutive years and only the second company to have twice had three Top 25 winners the same year in the 20 year history of the award. As evidence of the sustainability of the process, in 2009 there were three General Cable plants in the Top 20 for the third time. Also, the very first winner, Altoona, PA in 2003, came back in their first year of eligibility to compete and win for a second time! The six "Best Plants" winners represent the successful execution of the strategy in various cultures, union and non-union plants and in all three countries. The winners are: Altoona, PA, USA in 2003; Moose Jaw, Saskatchewan, Canada in 2005; Tetla, Tlaxcala, Mexico in 2006, and Indianapolis, IN, USA in 2007. Manchester, NH, USA joined this distinguished list in 2008. Altoona, PA, USA won for the second time in 2009 and Piedras Negras, Mexico joined the list of winners after having been a finalist in two prior attempts. The 2010 final results are not yet known at this writing but two plants have made the "Top 20" finalists list. They are Franklin, MA, USA for the second time and Lawrenceburg, KY, USA for the first time.
Fast holds a Bachelor of Science degree in Management and Administration from Indiana University and is a graduate from Earlham College’s Institute for Executive Growth. He also completed the Program for Management Development at the Harvard University School of Business in 1986.
Fast is a long time member of the Association for Manufacturing Excellence (AME), the Wire Association, and is a former member of the American Production and Inventory Control Society and the American Society for Quality. He also has served as a Section Chair for NEMA, the National Electrical Manufacturer’s Association. He has served on university advisory boards including Indiana University/Purdue at the I.U. East campus in Richmond, Indiana and the School of Applied Sciences at Miami University, Oxford, Ohio. From 2001 to 2007, he served on the Industry Advisory Board for the Tauber Manufacturing Institute at the University of Michigan in Ann Arbor. In 2009 he joined the Board of Directors, SE Region of AME. Since his retirement he has also joined the team of judges for Industry Week magazine’s "Best Plants in North America" competition.
Fast has spoken at various manufacturing excellence events such as Industry Week’s Best Plant’s Conference, Manufacturer "Live", AME Champions meeting and the international conference on Lean Manufacturing sponsored by Reliability World. He has also been published in National Productivity Review magazine for the turnaround story at Belden Wire and Cable and was featured in two October, 2006 articles in The Manufacturer and in Mexico Watch for the outstanding track record leading change at General Cable Corporation. Fast is now Founder & President of Pathways to Manufacturing Excellence, LLC, a consulting company based in Gainesville, GA.
Just as he did with the bestselling ISO 9001 in Plain English Cochran has written a comprehensive yet easily understandable guide to ISO 9001:2015. ISO 9001:2015 in Plain English was written so that anyone at any level of the organization can get to the heart of the standard’s requirements and how they apply to the organization quickly and simply. Plus, Cochran shows what has changed between the 2008 and 2015 version.
This straightforward book is ideal for people who are new to ISO 9001:2015, experienced ISO coordinators who want to get more out of an established system as they transition to the new standard, and for employees who just need a basic understanding of what ISO 9001:2015 is and how it applies to them.
Cochran explains each of ISO 9001:2015’s sections and clauses using real-world examples and frequently asked questions.
Incorporating modern ideas, methods, and philosophies of quality management, Fundamentals of Quality Control and Improvement, Third Edition presents a quantitative approach to management-oriented techniques and enforces the integration of statistical concepts into quality assurance methods. Utilizing a sound theoretical foundation and illustrating procedural techniques through real-world examples, this timely new edition bridges the gap between statistical quality control and quality management.
The book promotes a unique "do it right the first time" approach and focuses on the use of experimental design concepts as well as the Taguchi method for creating product/process designs that successfully incorporate customer needs, improve lead time, and reduce costs. Further management-oriented topics of discussion include total quality management; quality function deployment; activity-basedcosting; balanced scorecard; benchmarking; failure mode and effects criticality analysis; quality auditing; vendor selection and certification; and the Six Sigma quality philosophy.
The Third Edition also features:
Presentation of acceptance sampling and reliability principles
Coverage of ISO 9000 standards
Profiles of past Malcolm Baldrige National Quality Award winners, which illustrate examples of best business practices
Strong emphasis on process control and identification of remedial actions
Integration of service sector examples
The implementation of MINITAB software in applications found throughout the book as well as in the additional data sets that are available via the related Web site
New and revised exercises at the end of most chapters
Complete with discussion questions and a summary of key terms in each chapter, Fundamentals of Quality Control and Improvement, Third Edition is an ideal book for courses in management, technology, and engineering at the undergraduate and graduate levels. It also serves as a valuable reference for practitioners and professionals who would like to extend their knowledge of the subject.
The new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to successfully navigate the politics in cross-functional process improvement projects, and to engage executives in ways that are personally meaningful to them. If you are a leader at any level in an organization undergoing or considering a Lean transformation, this is where you should start and finish ... and start again.
Read the Reviews:
"This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader."
— Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group
"David Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book."
— Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University
"This book has long been my ‘go-to’ guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools.."
—Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen
"As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann’s case-based insights are an invaluable tool."
— Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University
"David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success."
— Elizabeth M. King, Vice President Organizational Effectiveness, ESCO Corporation
New in the Third Edition:
Contains new chapter on engaging executives in Lean initiatives Includes 21 new case studies Presents new examples from the healthcare and process industries Includes additional gemba worksheets for learning and teaching Lean Provides expanded coverage of Lean applications in complex cross functional value stream process improvement projectsWatch David Mann discuss how the latest edition of Creating a Lean Culture can help you and your organization succeed. http://www.youtube.com/watch?v=zX7jrtV3cBA&feature=youtu.be
The Peter Principle, the eponymous law Dr. Laurence J. Peter coined, explains that everyone in a hierarchy—from the office intern to the CEO, from the low-level civil servant to a nation’s president—will inevitably rise to his or her level of incompetence. Dr. Peter explains why incompetence is at the root of everything we endeavor to do—why schools bestow ignorance, why governments condone anarchy, why courts dispense injustice, why prosperity causes unhappiness, and why utopian plans never generate utopias.
With the wit of Mark Twain, the psychological acuity of Sigmund Freud, and the theoretical impact of Isaac Newton, Dr. Laurence J. Peter and Raymond Hull’s The Peter Principle brilliantly explains how incompetence and its accompanying symptoms, syndromes, and remedies define the world and the work we do in it.
When the book initially appeared, General Motors managers rejected it as unfairly critical and antibusiness. Yet, the GM concept of the corporation and its principles of organization later became models for organizations worldwide. Not only businesses, but also government agencies, research laboratories, hospitals, and universities have found in Concept of the Corporation a basis for effective organization and management.
Because it offers a fundamental theory of corporate goals, this book is a valuable resource for business professionals and organization analysts. It will also be of interest to students and professionals in economics, public administration, and political science. Professional and technical readers who admire Peter Drucker's work will want to be certain this volume is in their personal library. At a time when everything from the size to the structure of corporations is being questioned, this classic should prove a valuable guide.