Among the biggest mistakes manufacturers make is not keeping key equipment and processes running and making saleable product when needed. This situation existed when the author Mike Beauregard began working in manufacturing years ago and it currently remains true in companies ostensibly focusing on Lean. To improve, companies often rely on increasing productivity by making products faster and with more automation, but many fail to focus on the area in which they can get the biggest gains for their efforts – the reduction of downtime. This book provides readers the techniques they crucially need to keep their critical manufacturing equipment running correctly and efficiently -- which increases production, decreases labor costs, decreases breakdown costs, and ultimately increases the bottom line. Downtime in production lines stems from many sources. The contribution might be small for many of those sources, but it adds up. Downtime and its causes then insidiously become the norm, accepted, unseen by the workforce and the management team. Most training courses and books look at a specific cause of downtime – mainly, either product changeover (set-up reduction) or breakdowns (TPM). This book addresses these two areas and many other sources of downtime including how to decrease downtime caused by supply chain issues, staffing issues, and downtime internal to the processes themselves. In the final chapter, the author covers how to manage the downtime reduction effort – how to measure downtime, prioritize which downtime sources to attack first, and monitor the improvement

Among the biggest mistakes manufacturers make is not keeping key equipment and processes running and making saleable product when needed. This situation existed when the author Mike Beauregard began working in manufacturing years ago and it currently remains true in companies ostensibly focusing on Lean. To improve, companies often rely on increasing productivity by making products faster and with more automation, but many fail to focus on the area in which they can get the biggest gains for their efforts – the reduction of downtime. This book provides readers the techniques they crucially need to keep their critical manufacturing equipment running correctly and efficiently -- which increases production, decreases labor costs, decreases breakdown costs, and ultimately increases the bottom line. Downtime in production lines stems from many sources. The contribution might be small for many of those sources, but it adds up. Downtime and its causes then insidiously become the norm, accepted, unseen by the workforce and the management team. Most training courses and books look at a specific cause of downtime – mainly, either product changeover (set-up reduction) or breakdowns (TPM). This book addresses these two areas and many other sources of downtime including how to decrease downtime caused by supply chain issues, staffing issues, and downtime internal to the processes themselves. In the final chapter, the author covers how to manage the downtime reduction effort – how to measure downtime, prioritize which downtime sources to attack first, and monitor the improvement

A Practical Guide to Statistical Quality Improvement: Opening Up the Statistical Toolbox is designed as a reference guide for the engineer, supervisor, and manager. The intent of the text is to present conventional statistical quality improvement tools in a user-friendly form. We have worked to take some of the "mystique" out of the statistics and help others put these powerful tools to effective use in a Total Quality Manage Management (TQM) environment. This isn't a text on TQM. TQM has three elements (as shown in Figure i.1): 1. Creating the environment 2. The continuous improvement toolbox 3. Employee empowerment This text focuses almost exclusively on the middle element, the continuous improvement (CI) toolbox. Further, Opening Up the Statistical Toolbox does not present a complete set of tools intended to "fill" the CI toolbox; only the statistical tools and some of the basic team process tools are covered. The CI toolbox, in reality, will never get "filled." A comprehensive toolbox will include extensive team process skills and technology specific tools complimentary to the statistical tools included here. THE THREE KEY ELEMENTS OF TQM THE CONTINUOUS IMPROVEMENT TOOLBOX EMPLOYEE EMPOWERMENT FIGURE i.I."