Intelligent Manufacturing Reviving U.S. Manufacturing Including Lessons Learned from Delphi Packard Electric and General Motors

In 1791, Treasury Secretary Alexander Hamilton wrote that "not only the wealth, but the independence and security of a country, appear to be materially connected with the prosperity of manufacturers." Centuries later, U.S. manufacturing jobs continue to be outsourced at an all-too-rapid pace. Examining the current U.S. manufacturing environment, including the unsustainable trade imbalance, Intelligent Manufacturing: Reviving U.S. Manufacturing Including Lessons Learned from Delphi Packard Electric and General Motors outlines concrete suggestions that can help to stop the outflow of manufacturing jobs and prosperity from our shores. The book explains why most companies have not reaped the benefits promised from the implementation of the multitude of methodologies that have inundated manufacturers and outlines the steps companies can take to reverse this trend. The author's 30-year background in engineering and manufacturing, in both national and international assignments, puts him in a unique position to supply insights on foreign competition that few are able to provide. In addition to discussing the tools and concepts with a proven history of success, the book also elaborates on what doesn’t work. It presents an insider’s perspective of what went horribly wrong within Delphi and GM so other manufacturing companies can avoid making the same mistakes.The book describes how to effectively set up a manufacturing system and accurately measure and control direct labor. It shares easy-to-implement tools that the author developed and implemented with proven track records for improving performance. Such tools include computer programs that can provide a competitive advantage, a proven way to reduce total process cycle time, and a scientific way to establish proper lot sizes.Instead of presenting a lot of theory, the author provides ideas based on common sense and practical experience. The concepts and tools outlined in the text are simple and straightforward, yet powerful enough to help any conscientious company improve its competitive position.

What Would You Expect with a Parent Like GM?Interview ProcessPackard Electric Is BornHow Could GM (Packard’s Parents) Make So Many Dumb Decisions?So, How Are Things Working Out for GM Today?How Does GM Compete with Toyota and the Vaunted Toyota Production System?We Have to Do Something, Even if It’s WrongPackard Does a Really Smart Thing NextWhere Did the Packard Training Program Originate?Good News and Bad News about Packard’s ManagementA Move to the Warm SouthWhat We Need Are SuppliersMexico, Here We ComeBlack FridaySomething Had to Change for GMPackard Goes International in a Big WayWe Are Not Ready for ThisWe Are in Real Trouble HereIndustrial Engineering (IE) Training Program The Industrial Engineering Training ProgramHow Does a Company with So Many Smart People Do So Many Dumb Things?Automation Can Save UsThat Worked So Well, Let’s Try Something a Little TougherThat Lead Prep Startup Surely Didn’t Work Out Like We Had Planned Integrated Production System (IPS) to the Rescue (or Not)If IPS Didn’t Get It Done, IPS II Surely WouldRemote Lead Prep: Yeah, That’s the Answer!How about Just Getting Rid of Our Productivity Control SystemSo Just How Are IDCs Going to Help Us with the 3% Give Back?How about Let’s Just Get into a New BusinessLet’s Sum Things UpLet’s Get Lean … NotJust What Is the TPS?Toyota Production System RulesPackard Develops the PPS What We Need Is Vista Benchmarking: To Do or Not to Do Kitting Looks Like a Cool Thing to Do Let’s Do the Team Concept Like Toyota How about a Nice Quality Circle? Did QS9000 Implementation Really Help? Say Zero Defects and Mean ItThe Good News Is That We Saved $25 million in Inventory, but …Just-in-Time Manufacturing?U-Cells Gain Great ProminenceSomebody Finally Got One-Piece Flow Right … Really?Wrap-UpProper Manufacturing Organization Is Critical (or You Will Get the Performance You Motivate)Plant Priority MeetingsLet’s Just Change Reporting Lines to Get Better SupportWarren Got Some Things RightUnderstanding Human NatureSo We Transferred Our Manufacturing Successes to Mexico, Right?What’s the Fix? Manufacturing Supervision Is Tough Providing Proper Manufacturing Support Why Worry about Improved Productivity, Mexican Labor Is Cheap (and Philippine) Wiring Harness Departmental Organization Basics Level 1 Operators Level 2 Operators Level 3 Operators Level 4 Operators Foreman’s Responsibilities and Support Required Job Responsibilities Time Breakdown Assistant Foremen/Group Leaders Additional AdviceWhen You Measure Performance, Performance ImprovesFrom Routings to Direct Labor Bibles (DLBs)Production EfficiencyProcess and Operator EfficienciesWouldn’t One Efficiency Number Be Sufficient?The Warren Bottom LineSo, What Did We Do in Mexico?I Finally Got a Chance to Do It Right in South KoreaHow Much Could the Mexican Operations Have Saved?When You Measure PerformancePackard Productivity Nose Dives Are We Really Controlling Productivity in Our Plants? Direct Labor Bibles (DLBs) Efficiencies from a Budget Routing Plant Productivity Information Available Based on Labor Estimates (Budget DLBs) only Plant Productivity Information Available with an Automated Productivity System Based on Production DLBs Terms and Definitions Used with the Computerized Productivity System Simple DLB Example Metal Cutting Component Subassembly Final Assembly of a WidgetPreplanning: The Perfect Tool to Accomplish Toyota’s Rule #1What Is the Common Industry Practice?But, Is It Worth It?Packard Evolves, but Not for the BetterThe Critical Four M RelationshipWiring Harness PreplanningThe Computer Is a MoronA Rare OpportunityControlling Absenteeism, Turnover, and Overtime Is a MustMaterial Availability Is CriticalSummaryHow to Drive Down Total Process Cycle Time (TPCT) without Wasting a Lot of Time (and Money)Critical Value StreamsPackard "Attacks" the TPCT for Engineering Change ImplementationKey Activity Control Is BornOthers Benefit from the SystemThis System/Concept Will Work AnywhereThe Bottom LineWhat Size Should the Cycle Quantity (Lot Size) Be?Portugal Will Show the Way Cost Bucket One Cost Bucket TwoSome People Don’t Want to Be Confused with FactsFree Rein in South KoreaDetermining Optimum Cut Quantity (or Optimum Process Quantity)Summary Optimum Cut Quantity Subsystem Optimum Cutter Loading and Sequencing Subsystem (OCLASS) Wrap-Up: How about "Intelligent Manufacturing" for Real Change in Which We Can Believe"Index

R. Bick Lesser