Making Common Sense Common Practice

Now companies that are searching for the best ways to make more money in their manufacturing business can turn to "Making Common Sense Common Practice" to show them how. By disclosing the best practices of the best manufacturing companies in the world, this book presents models for achieving world-class performance.

An in-depth view into the best practices of the best manufacturing companies in the world. This book presents proven models for achieving world-class performance. Using a case study of a fictional company called Beta International, Moore illustrates how to increase uptime, lower costs, increase market share, maximize asset utilization, apply benchmarks and best practices, ultimately increasing your company's performance. Gain an expert view of plant design, procurement, parts management, installation and maintenance, training, and implementation of a computerized maintenance management system. In discussing the success and failure of the world's premier manufacturers, Moore outlines a stable path of growth for almost any manufacturing company. In today's tough competitive markets, this valuable information greatly enhances your company's chance to succeed and profit.

The business world today is full of buzzwords such as empowerment, teamwork, and continuous improvement. In a desperate attempt to get a jump on the competition, many business leaders are so busy searching for the "next big idea" that something important is being overlooked-common sense! Making Common Sense Common Practice tells you how to get full use of the most powerful management tool around-your own common sense. Learn how to trust yourself when it comes to making leadership decisions and sound judgments. Learn how to take tension that sidetracks high performance and turn it into an energizing, creative force. Learn how to use what you already know! Using five common sense techniques, you will discover how to lead your people to build a high-performance organization. Grounded on the common sense principle that manager-leaders are regulators of tension in the workplace, Making Common Sense Common Practice discusses pragmatic actions that raise and lower tension, keeping it in the constructive, energizing range. These actions are woven into a step-by-step program that result in optimal performance for your organization.

The business world today is full of buzzwords such as empowerment, teamwork, and continuous improvement. In a desperate attempt to get a jump on the competition, many business leaders are so busy searching for the "next big idea" that something important is being overlooked-common sense! Making Common Sense Common Practice tells you how to get full use of the most powerful management tool around-your own common sense. Learn how to trust yourself when it comes to making leadership decisions and sound judgments. Learn how to take tension that sidetracks high performance and turn it into an energizing, creative force. Learn how to use what you already know!Using five common sense techniques, you will discover how to lead your people to build a high-performance organization. Grounded on the common sense principle that manager-leaders are regulators of tension in the workplace, Making Common Sense Common Practice discusses pragmatic actions that raise and lower tension, keeping it in the constructive, energizing range. These actions are woven into a step-by-step program that result in optimal performance for your organization.

. The 6th edition includes several changes and additions, including a discussion of common sense, why it's not all that common, and how to make it so; a discussion of the "soft stuff", which is the hard stuff - leadership, alignment, teamwork, engaging the entire workforce, and managing cultural change - and how to make it easier; an entire chapter on reliability and safety, including data demonstrating that a reliable plant is a safe, and cost effective plant; a more detailed approach for the effective implementation of an Overall Equipment Effectiveness (OEE) measurement; additional data on how poorly so many capital projects are implemented, along with case study data on two different approaches to avoid this - lowest installed cost vs. life cycle cost; a case study comparing the difference between destructive shift competition and constructive shift competition; additional discussion of the RCM graphs - age related vs. random failure curves, and some of the subtle, but important differences; a discussion of the "Golden Rules" for assuring machinery reliability; a discussion/case study on sustaining reliability once you've achieved a high level of performance (sometimes senior managers want to stop doing the things that got you there, putting your performance at risk); a discussion of an effective way to measure to measure so-called "wrench time", and using it to remove the obstacles from workforce success, as opposed to simply see if they're working; and, managing an aging workforce, something familiar to the author.

A prevalent way of viewing leadership is as a process of social influence. In this report, the authors offer an alternative perspective: seeing leadership as a process of social meaning-making. The practical and research implications of such a view are considered.