20 Keys to Workplace Improvement - Iwao Kobayashi - Book Information and Summaries

 20 keys to workplace improvement

By: Kobayashi, Iwao

New York : Productivity Press 1996, Edition: rev.ed

Detailed explanation available in:

https://odi.co.za/service/20-keys-continuous-operations-improvement-system/

https://highimpactcs.com/2014/07/18/review-kobayashis-20-keys-workplace-improvement-2/

https://mpmu.org/kaizen-strategy-20-keys/

Full paper on the use of the approach

THE 20 KEYS METHODOLOGY – CONTINUOUS IMPROVEMENT 

FOR ORGANIZATIONAL EFFICIENCY

Aleksandar ERCEG

Josip Juraj Strossmayer University of Osijek, Croatia

Predrag DOTLIĆ

University Hospital Osijek, Croatia

Monika MIKUŠ

Entrepreneurial Center, Croatia

Abstract:  One of the many choices to improve business operations is using the “20 keys methodology”. 

The aim of this paper is to look at the potential of 20 keys methodology for the improvement of company’s organizational efficiency.  This integrated set of different tools is intended to increase the  company’s efficiency and level of quality with synchronized cost reduction. 20 keys tend to eliminate various “wastes” in production processes to improve buyer’s satisfaction and motivate employees to act towards achieving company’s goals. Eventually, the methodology application should ensure a sustainable development, profitability, and integrated approach to competitiveness and long-term success of the company. The paper examines the implementation of the 20 keys methodology in Croatia and presents one case of a local production company using the methodology aiming to increase the organizational efficiency. 

https://sciendo.com/pdf/10.2478/subboec-2018-0002

Improving Production with Lean Thinking - Santos, Wysk, Torres - Book Information

Uniqueness of the book - Equipment efficiency is discussed in 4 chapters in this book.

Improving Production with Lean Thinking - Javier Santos, Richard A. Wysk, Jose M. Torres

John Wiley,  2014

Google book with preview facility
https://books.google.co.in/books?hl=hi&lr=&id=pdpXBAAAQBAJ

Table of Contents

Preface.

Chapter 1. Continuous improvement tools.

Introduction.

Improvement philosophies and methodologies.

Just-in-time (JIT).

Thinking Revolution.

Lean Manufacturing.

20 Keys to workplace improvement.

Measuring and prioritizing the improvements.

Book Structure.

Recommended Readings.

Chapter 2. Material flow and facilities layout.

Introduction.

Signs and reasons for a need to change the layout.

Theoretical Bases.

One-piece flow.

Main types of industrial companies.

Layout types.

Characteristic of the traditional layouts.

Layout design methodology.

Step 1. Formulate the problem.

Step 2. Analysis of the problem.

Step 3. Search for alternatives.

Step 4. Choose the right solution.

Step 5. Specification of the solution.

Step 6. Design cycle.

Tools for layout study.

Muther's 8 factors.

Summary.

Advised Bibliography.

Chapter 3. Material flow and design of cellular layouts.

Introduction.

Theoretical basis.

Mass production.

Flow or assembly lines.

Cell layout design justification.

Basic cells design nomenclature.

Cell design methodology.

Cell design tools.

Line Balancing.

Group technology.

Time study.

Leveling production.

Multifunctional workers.

Workforce optimization.

Summary.

Recommended Readings.

Chapter 4. Equipment Efficiency: Quality and Poka-Yoke.

Introduction.

Theoretical Bases.

Inspection and SQC (Statistical Quality Control).

From SQC to Zero defects.

Poka-Yoke design methodology.

Poka-Yoke examples.

Summary.

Recommended Readings.

Chapter 5. Equipment Efficiency: Performance and Motion study.

Introduction.

Theoretical Bases.

Motion economy principles.

Motion study tools.

Value analysis.

5W2H and 5-Why methods.

Worker-machine diagram.

Machine-worker ratio.

Machine-machine diagram.

Summary.

Recommended Readings.

Chapter 6. Equipment Efficiency: Availability, performance and maintenance.

Introduction.

Theoretical Bases.

Types of maintenance.

Maintenance program implementation.

Getting started.

Corrective maintenance implementation.

Preventive maintenance implementation.

Autonomous maintenance.

TPM - Total Productive Maintenance.

RCM - Reliability Centered Maintenance.

Maintenance tools.

FMEA for equipment.

Reliability.

P-M Analysis.

Maintenance management.

Summary.

Recommended Readings.

Chapter 7. Equipment Efficiency: Availability, quality and SMED.

Introduction.

Theoretical Bases.

Basic steps in a set-up process.

Traditional strategies to improve the set-up process.

SMED methodology.

Preliminary stage.

Stage 1. Separating internal and external set-up.

Stage 2. Converting internal set-up to external set-up.

Stage 3. Streamlining all aspects of the set-up process.

SMED tools.

First stage tools.

Second stage tools.

Third stage tools.

Zero changeover.

SMED effects and benefits.

Easier set-up process.

On-hand stock production.

Workplace tasks simplification.

Productivity and flexibility.

Economic benefits.

Summary.

Recommended Readings.

Chapter 8. Environment Improvements and The 5S.

Introduction.

5S implementation methodology.

Getting started.

Common steps in the five pillars.

First pillar: Sort.

Second pillar: Set in order.

Third pillar: Shine.

Fourth pillar: Standardize.

Fifth pillar: Sustain.

Implementation of the 5S in offices.

5S apply to computers.

5S tools.

Red-tagging strategy.

Sign strategy.

Painting strategy.

Preventive order.

Preventive shine.

Promotion tools.

5S Benefits and effects.

Summary.

Recommended Readings.

Chapter 9. Other improvement keys.

Human resources related keys.

Rationalizing the system.

Improvement team activities.

Empowering workers to make improvements.

Efficient materials use related keys.

Developing your suppliers.

Conserving energy and materials.

Reducing inventory.

Visual control related keys.

Andon.

Kanban.

Technology related keys.

Jidoka.

Using information systems.

Leading technology and site technology.

Summary.

Recommended Readings.

Appendix A: Numeric problems.

Continuous improvement tools.

Facilities Layout.

Cellular Layout.

Maintenance.

Motion Study.

Machine-Machine diagram.

See Less
Author Information

JAVIER SANTOS and JOSE M. TORRES are professors in the Department of Engineering at the University of Navarra Technological Campus in San Sebastian, Spain.
RICHARD A. WYSK, PHD is the Leonhard Chair in Engineering, in the Department of Industrial and Manufacturing Engineering at Pennsylvania State University. He is the coauthor of the best selling college textbook Computer-Aided Manufacturing.

http://as.wiley.com/WileyCDA/WileyTitle/productCd-0471754862.html

P. Torres

https://peer.asee.org/improving-production-performance-through-lean-manufacturing-techniques-education-in-lean-concepts.pdf


Interesting treatment is there in the above paper.













Ud. 24.8.2022,  7 Apr 2016

8 June 2015

Value Stream Mapping - The Concept

New. Popular E-Book on IE.

Introduction to Modern Industrial Engineering.  #FREE #Download.

In 0.1% on Academia.edu. 3600+ Downloads so far.

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

1996

James P. Womack & Daniel T. Jones in "Lean Thinking" Book.

Chapter 2 is on "The Value Stream."

Notes No.4 in the chapter. p. 358 of second edition, Paperback Edition, Simon & Schuster, 2003

The analysis presented here is at a high level, without many details. To uncover every instance of every type of muda requires a detailed analysis using a portfolio of tools drawn from industrial engineering ... The most important of these are process mapping (to identify and categorize each step together with the time, distance and effort involved)...

1998 - 2003


The lean production movement (Womack and Jones, 1996) developed and presented the value stream mapping (VSM) tool (Rother and Shook, 1998; Pavnaskar et al., 2003) as a functional method aimed at reorganizing production systems with a lean vision.


VSM is based on five phases put into practice by a special team created for such a purpose (Rother and Shook, 1998). The phases are:

(1) selection of a product family;
(2) current state mapping;
(3) future state mapping;
(4) defining a working plan; and
(5) achieving the working plan.

Guidelines are needed for the definition of the future state map; lean thinking provides them to assist users in how this map should be drawn (Rother and Shook, 1998; Marchwinski and Shook, 2003). These guidelines in summarized form are:
.
The production rate must be imposed by the product demand. Takt time is the concept that reflects such a rate.
.
Establishment of continuous flow where possible (unique product transfer batches).
.
Employment of pull systems between different work centres when continuous flow is not possible.
.
Only one process, called the pacemaker process, should command the production of the different parts. This process will set the pace for the entire value stream.

Value Stream Mapping Symbols
http://www.strategosinc.com/vsm_symbols.htm


Symbols and Map - Presentation
http://courses.washington.edu/ie337/Value_Stream_Mapping.pdf

VALUE-STREAM MAPPING ICONS FOR EXCEL - Excel Sheet for download
http://www.lean.org/common/display/?o=866



An evaluation of the value stream mapping tool
http://zonecours.hec.ca/documents/H2008-1-1575591.E_H08_2008_VSM_ProdSyst_Serrano-Lasa%26al.pdf



Excel Tools for Value Stream Mapping
http://www.smartdraw.com/value-stream-map/value-stream-mapping-template.htm
7 days free trail. You have to give your mail id for downloading free version.


Updated 24.8.2022,  21 May 2015
Initial post 26 Feb 2014

Productivity Management - Improving Productivity - Stevenson

Productivity Management Module of Industrial Engineering Online Course Notes

Stevenson - Productivity Management - Improving Productivity

Stevenson in his book "Operations Management" discussed the importance of productivity in operations, factors affecting productivity and steps to improve productivity. Productivity improvement gives more output from the same resource inputs and thus gives reduced costs without affecting quality. Productivity improvement systems advocated by F.W. Taylor and L.D. Miles explicitly assure that quality is maintained after the product and process redesigns to increase productivity.

Factors That Affect Productivity

Important factors that affect productivity. 

Technology (Patents),

Equipment,

Organization and Layout,

Quality (performance specifications and defects)

Methods (Process plan)

Methods (Operator methods and motions),  

Management (production plans and schedules,  motivation, job evaluation, wage and salary incentives, use of industrial engineering).

A commonly held misconception is that workers are the main determinant of productivity. But the fact is that many productivity gains in the past have come from technological improvements. Familiar examples include:

Fax machines,  Automation, GPS devices,  Copiers, Calculators, Smart phones,  The Internet, search engines, Computers, Apps,  Voice mail, cellular phones, E-mail, 3-D printing,  Software, Medical imaging.

Adoption of the above technologies increased productivity in production - distribution systems.

However, buying technology or technology assets alone won’t guarantee productivity gains; it must be used wisely and thoughtfully. Careful planning (process planning) is required to determine the productivity provided by the new technology to the systems of the organization after ascertaining the it is a feasible technology for the organization.

There  is a dip in productivity that results while employees learn to use new equipment or procedures that will eventually lead to productivity gains after the learning phase ends.

Other factors that affect productivity include the following:

Standardizing processes and procedures wherever possible to reduce variability can have a significant benefit for both productivity and quality.

Quality differences may distort productivity measurements. One way this can happen is when comparisons are made over time, such as comparing the productivity of a factory now with one 30 years ago. Quality is now much higher than it was then, but there is no simple way to incorporate quality improvements into productivity measurements.

Use of the Internet can lower costs of a wide range of transactions, thereby increasing productivity. It is likely that this effect will continue to increase productivity in the foreseeable future.

Computer viruses can have an immense negative impact on productivity.

Searching for lost or misplaced items wastes time, hence negatively affecting productivity.

Scrap rates have an adverse effect on productivity, signaling inefficient use of resources.

New workers tend to have lower productivity than seasoned workers. Thus, growing companies may experience a productivity lag.

Accidents can take a toll on productivity. Safety has to be improved.

A shortage of technology-savvy workers hampers the ability of companies to update computing resources, generate and sustain growth, and take advantage of new opportunities.

Layoffs often affect productivity. The effect can be positive and negative. Initially, productivity may increase after a layoff, because the workload remains the same but fewer workers do the work—although they have to work harder and longer to do it. However, as time goes by, the remaining workers may experience an increased risk of burnout, and they may fear additional job cuts. The most capable workers may decide to leave.

Labor turnover has a negative effect on productivity; replacements need time to get up to speed.

Design of the work space can impact productivity. For example, having tools and other work items within easy reach can positively impact productivity.

Incentive plans that reward productivity increases can boost productivity.

Equipment breakdowns and shortages of parts or materials.

The education level and training of workers and their health can greatly affect productivity.

The opportunity to obtain lower costs due to higher productivity elsewhere is a key reason many organizations turn to outsourcing. Hence, an alternative to outsourcing can be improved productivity.

Moreover, as a part of their strategy for quality, the best organizations strive for continuous improvement. Productivity improvements can be an important aspect of that approach.

Improving Productivity

 A company or a department can take a number of key steps toward improving productivity:

1. Develop productivity measures for all operations. Measurement is the first step in managing and controlling an operation.

2. Look at the system as a whole in deciding which operations are most critical.

3. It is overall productivity that is important. Managers need to reflect on the value of potential productivity improvements before okaying improvement efforts. The issue is effectiveness of productivity improvement efforts.

There are several aspects of this. One is to make sure the result will be something customers want. For example, if a company is able to increase its output through productivity improvements, but then is unable to sell the increased output, the increase in productivity isn’t effective. Second, it is important to adopt a systems viewpoint: A productivity increase in one part of an operation that doesn’t increase the productivity of the system would not be effective. For example, suppose a system consists of a sequence of two operations, where the output of the first operation is the input to the second operation, and each operation can complete its part of the process at a rate of 20 units per hour. If the productivity of the first operation is increased, but the productivity of the second operation is not, the output of the system will still be 20 units per hour.

4. Develop systems for achieving productivity improvements, such as soliciting ideas from workers (perhaps organizing teams of workers, engineers, and managers), studying how other firms have increased productivity, and reexamining the way work is done.

5. Planning productivity - Establish reasonable goals for improvement.

6. Make it clear that management supports and encourages productivity improvement. Provide incentives for doing productivity improvements in all departments at all levels in the organization.

 7. Measure productivity improvements and publicize them so that others in the organization recognize  the opportunity for improvement.


One more revision to be done.

Ud. 24.8.2022, 17.2.2022

Pub. 30.9.2016

Value Analysis and Engineering - Online Book

INTRODUCTION TO MODERN INDUSTRIAL ENGINEERING  Pdf File. FREE DOWNLOAD.

by Narayana Rao Kvss. 

Contents

1. Industrial Engineering - Introduction and History

2. Definition and Explanation

3. Contribution of Taylor, Gilbreth and Harrington Emerson

4. Principles of Industrial Engineering

5. Functions of Industrial Engineering

6. Focus Areas of Industrial Engineering

https://www.academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

Is your product design "value excellent"? L.D. Miles found many products and parts deficient in cost value design and developed value analysis.

Industrial Engineering - Productivity Improvement  - Cost Reduction

Value Analysis and Value Engineering - Online Book

Table of Contents

Value analysis – Value Engineering - Difference 

(Very popular video on YouTube)
_____________

_____________

Value Engineering - Introduction

_____________

_____________

Value Analysis - Process

Value Analysis: Approach and Job Plan

What is the meaning of the word "Value" in Value Analysis and Value Engineering?

Value Analysis and Engineering Techniques - 13 Techniques Proposed by L.D. Miles, the founder of value analysis and engineering - Video presentations are there for all the 13 techniques giving examples for each technique in the article.

Value Engineering - Examples, Cases and Benefits

Value Analysis and Engineering - Examples by L.D. Miles

Functional Analysis Systems Technique (FAST) - Value Engineering Method

Knowledge and Information Required for Value Engineering

Knowledge Required for Value Engineering Application and Practice

Low Cost Materials and Processes - Information Board - Database for Industrial Engineering and Value Engineering

Value Analysis Cost Data Provider - RSMeansData from Gordian

Value Engineering of Capital Projects

Capital project value improvement in the 21st century - McKinsey Consultants

Value Engineering Books - Bibliography



Updated on 23.8.2022, 18 May 2019, 8 May 2019

Agriculture - Industrial Engineering

 

Agriculture Machines

https://www.bewindia.co/  

Zero Seed Drill

It covers one acre in one hour.

https://www.bewindia.co/product/zero-seed-drill/

HAPPY SEEDER MACHINE – MANUFACTURERS, EXPORTERS, SUPPLIERS

The best enhancement for sowing seeds and spreading fertilizer in the field is Happy Seeder. It can be attached and run with a tractor delivering power 50 HP or more. There are ten tines to sow seed or spread fertilizer and maintain a proper row distance of 228 mm. This implement can be easily attached and can deliver a high rate of sowing in the field without any disturbance in the integrity of the soil. In fact, the machine enhancement makes a farmer capable of sowing wheat just after harvesting rice from the same field.

The eco-friendly design enables the farmers to save water. The mass of this agricultural equipment is 650 kg. Happy Seeder is the ideal customized enhancement for wheat sowing in a paddy field after the harvest is done. BEW India provides the Happy Seeder Machine at best price in Punjab, India.

https://www.bewindia.co/product/happy-seeder/

Process Engineering and Industrial Management by Jean-Pierre Dal Pont - Book Information

 Process Engineering and Industrial Management

Jean-Pierre Dal Pont 

https://www.wiley.com/en-us/Process+Engineering+and+Industrial+Management-p-9781118565988

DESCRIPTION

Process Engineering, the science and art of transforming raw materials and energy into a vast array of commercial materials, was conceived at the end of the 19th Century. Its history in the role of the Process Industries has been quite honorable, and techniques and products have contributed to improve health, welfare and quality of life. Today, industrial enterprises, which are still a major source of wealth, have to deal with new challenges in a global world. They need to reconsider their strategy taking into account environmental constraints, social requirements, profit, competition, and resource depletion.

“Systems thinking” is a prerequisite from process development at the lab level to good project management. New manufacturing concepts have to be considered, taking into account LCA, supply chain management, recycling, plant flexibility, continuous development, process intensification and innovation.

This book combines experience from academia and industry in the field of industrialization, i.e. in all processes involved in the conversion of research into successful operations. Enterprises are facing major challenges in a world of fierce competition and globalization. Process engineering techniques provide Process Industries with the necessary tools to cope with these issues. The chapters of this book give a new approach to the management of technology, projects and manufacturing.

Contents

Part 1: The Company as of Today

1. The Industrial Company: its Purpose, History, Context, and its Tomorrow?, Jean-Pierre Dal Pont.

2. The Two Modes of Operation of the Company – Operational and Entrepreneurial, Jean-Pierre Dal Pont.

3. The Strategic Management of the Company: Industrial Aspects, Jean-Pierre Dal Pont.

Part 2: Process Development and Industrialization

4. Chemical Engineering and Process Engineering, Jean-Pierre Dal Pont.

5. Foundations of Process Industrialization, Jean-François Joly.

6. The Industrialization Process: Preliminary Projects, Jean-Pierre Dal Pont and Michel Royer.

7. Lifecycle Analysis and Eco-Design: Innovation Tools for Sustainable Industrial Chemistry, Sylvain Caillol.

8. Methods for Design and Evaluation of Sustainable Processes and Industrial Systems, Catherine Azzaro-Pantel.

9. Project Management Techniques: Engineering, Jean-Pierre Dal Pont.

Part 3: The Necessary Adaptation of the Company for the Future

10. Japanese Methods, Jean-Pierre Dal Pont.

11. Innovation in Chemical Engineering Industries, Oliver Potier and Mauricio Camargo.

12. The Place of Intensified Processes in the Plant of the Future, Laurent Falk.

13. Change Management, Jean-Pierre Dal Pont.

14. The Plant of the Future, Jean-Pierre Dal Pont.

ABOUT THE AUTHOR

Jean-Pierre Dal Pont is President of SFGP(French Chemical Engineering Society ), General Secretary of EFCE(European Federation of Chemical Engineering) and President of SECF (Societé des Experts Chimistes de France).

PERMISSIONS

Request permission to reuse content from this site

TABLE OF CONTENTS

Foreword xv

Richard DARTON

Foreword xvii

Jean PELIN

Introduction xix

Jean-Pierre DAL PONT

Acknowledgments xxv

PART 1: THE COMPANY AS OF TODAY 1

Chapter 1. The Industrial Company: its Purpose, History, Context, and its Tomorrow? 3

Jean-Pierre DAL PONT

1.1. Purpose, structure, typology 4

1.2. A centennial history 8

1.3. New challenges imposed by globalization and sustainable development 24

1.4. Our planet 32

1.5. The company of tomorrow. Some thoughts 45

1.6. Bibliography 49

Chapter 2. The Two Modes of Operation of the Company – Operational and Entrepreneurial 51

Jean-Pierre DAL PONT

2.1. Operational mode 53

2.2. Entrepreneurial mode, project management – the operational/entrepreneurial conflict 96

2.3. Bibliography 99

Chapter 3. The Strategic Management of the Company: Industrial Aspects 101

Jean-Pierre DAL PONT

3.1. Systemic view of the industrial company 102

3.2. Strategy and strategic analysis of the company 103

3.3. Development of the strategic plan: its deliverables 107

3.4. Technological choices and vocations 108

3.5. Bibliography 111

PART 2: PROCESS DEVELOPMENT AND INDUSTRIALIZATION 113

Chapter 4. Chemical Engineering and Process Engineering 115

Jean-Pierre DAL PONT

4.1. History of chemical engineering and process engineering 115

4.2. Process engineering 119

4.3. The chemical reactor 121

4.4. Bioreactors 126

4.5. Transportation and transfers 129

4.6. Unit operations 131

4.7. Separation processes: process engineering and the new challenges for life sciences 141

4.8. Acknowledgments 144

4.9. Bibliography 145

Chapter 5. Foundations of Process Industrialization 147

Jean-François JOLY

5.1. Introduction 147

5.2. The various stages of process development: from research to the foundations of industrialization 148

5.3. The pre-study (or pre-development process) 149

5.4. Development stage of the process 157

5.5. General conclusion 184

5.6. Bibliography 186

5.7. List of acronyms 188

Chapter 6. The Industrialization Process: Preliminary Projects 189

Jean-Pierre DAL PONT and Michel ROYER

6.1. Steps of industrialization 192

6.2. Bases of industrialization or process development 193

6.3. Feasibility study 194

6.4. Cost and typical duration of industrialization studies 198

6.5. Content of an industrialization project – conceptual engineering 199

6.6. Typical organization of an industrialization project 201

6.7. Business/industrial interface 202

6.8. Typology of industrialization projects 204

6.9. The industrial preliminary projects 205

6.10. Selection of production sites 209

6.11. The consideration of sustainability in the preliminary projects 210

6.12. Tips for conducting preliminary projects 215

6.13. Modification of the project scope 222

6.14. Host site 223

6.15. Reporting 228

6.16. Bibliography 232

Chapter 7. Lifecycle Analysis and Eco-Design: Innovation Tools for Sustainable Industrial Chemistry 233

Sylvain CAILLOL

7.1. Contextual elements 233

7.2. The chemical industry mobilized against upheavals 237

7.3. The lifecycle analysis, an eco-design tool – definitions and concepts 243

7.4. Innovation through eco-design 258

7.5. Limits of the tool 267

7.6. Conclusion: the future of eco-design 271

7.7. Bibliography 273

Chapter 8. Methods for Design and Evaluation of Sustainable Processes and Industrial Systems 275

Catherine AZZARO-PANTEL

8.1. Introduction 275

8.2. AIChE and IChemE metrics 279

8.3. Potential environmental impact index (waste reduction algorithm) 286

8.4. SPI (Sustainable Process Index) 292

8.5. Exergy as a thermodynamic base for a sustainable development metrics 294

8.6. Indicators resulting from a lifecycle assessment 294

8.7. Process design methods and sustainable systems 297

8.8. Conclusion 299

8.9. Bibliography 301

Chapter 9. Project Management Techniques: Engineering 307

Jean-Pierre DAL PONT

9.1. Engineer and engineering 307

9.2. Project organization 310

9.3. Management tools for industrial projects 314

9.4. The engineering project: from Process Engineering to the start of the facility 331

9.5. The amount of investment 346

9.6. Profitability on investment [DOR 81, MIK 10] 350

9.7. Conclusion 353

9.8. Bibliography 353

PART 3: THE NECESSARY ADAPTATION OF THE COMPANY FOR THE FUTURE 355

Chapter 10. Japanese Methods 357

Jean-Pierre DAL PONT

10.1. Japan from the Meiji era to now. The origin of the Japanese miracle 357

10.2. W.E. Deming and Japan 359

10.3. The Toyoda family – Taiichi Ohno – The Toyota Empire 362

10.4. Toyotism 363

10.5. The American response 368

10.6. Bibliography 369

Chapter 11. Innovation in Chemical Engineering Industries 371

Oliver POTIER and Mauricio CAMARGO

11.1. Definition of innovation 372

11.2. Field of innovation in the chemical engineering industry 376

11.3. The need for innovation 377

11.4. Methods for innovation in chemical engineering industry 380

11.5. Conclusion 395

11.6. Bibliography 396

Chapter 12. The Place of Intensified Processes in the Plant of the Future 401

Laurent FALK

12.1. Process intensification in the context of sustainable development 401

12.2. Main principles of intensification 404

12.3. Connection between intensification and miniaturization 408

12.4. Applications 414

12.5. New economic models implied by process intensification 416

12.6. Conclusion 429

12.7. Bibliography 430

Chapter 13. Change Management 437

Jean-Pierre DAL PONT

13.1. The company: adapt or die 438

13.2. The company: processes and know-how 438

13.3. Human aspects of change 444

13.4. Basic tools for change management 447

13.5. Changes and improvement of the industrial facility 454

13.6. Re-engineering, the American way 461

13.7. Conclusion 462

13.8. Bibliography 463

Chapter 14. The Plant of the Future 465

Jean-Pierre DAL PONT

14.1. Developed countries – companies – industrial firms 466

14.2. Typology of means of production 469

14.3. Product and plant design 473

14.4. Management of production and operations (MPO) 477

14.5. The IT revolution – IT management 479

14.6. And the individual? 480

14.7. Conclusion 481

14.8. Bibliography 482

List of Authors 485

Index 487