Downtime, Disturbances &
Product Run Cycles
“How
To Measure And Analyze Production Processes Using Concepts
Of Time And Frequency”
By: Paul J. Zepf, P.Eng.,
CPP
Copyright © 2002
Published: 2002
8.5x11 Soft Cover
140 Pages
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Paperback
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US
$89.00
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The
aim of this book is to detail analysis tools to measure
the extent of the loss of production and what part of the
process it is emanating from. During this process, production
terms and definitions will be clarified. New and revised
concepts and techniques for time and frequency analysis
will be developed that are simple and practical. These will
improve our ability to find and document lost production
times and opportunities. These new approaches have been
tried in numerous industries and have proven extremely effective
if applied correctly.
This book contains numerous easy-to-follow,
worked examples to demonstrate the practical application
of the production line time and frequency analysis of
downtimes and disturbances. It is sincerely hoped that
the concepts, techniques and examples presented in this
book will be of practical use in your production environment
and will contribute to the efforts of improving the effectiveness
of your process, evaluating machinery systems, reducing
wastage and rework and thereby increasing your productivity
and value to society.
The behavior of production lines can be
characterized in several ways: wastage, rework, equipment
failure and time losses. Of these, time losses are probably
the most significant because of their frequency and the
obviously excessive loss of profits and increase in overheads.
Time losses can be defined as time-related negative events
caused by a machine or system stop or by reduced machine
or system speed. Time losses can also consider the equivalent
time lost due to wastage or rework.
This book outlines on data acquisition
and analysis can be critical in helping you avoid costly
mistakes and in truly improving your production process.
For every change you make, you will want to know its true
effects on production, not its perceived effects. Perception
in industry yields no profits. Dealing with reality is
what pays out. To get reality requires the right data
gathered by the right methodology at the right time. To
improve on an ongoing basis means having the correct facts
and information on an ongoing basis as a reality check.
And don’t forget, unless you actually physically change
something, nothing happens.
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