Explore Arizon's Wonders! From ice caves, hot springs, swimming holes &amp; waterfalls, to forts, ghost towns &amp; more!

Explore Arizona!

History

Harris, Rick

Americas

Golden West Pub

Discover all that Arizona has to offer! Detailed maps on where you can find caves, arrowheads, fossil beds, agates, geodes, and much more!

Discover Arizona!

Guide to petroglyphs found in Arizona, Colorado, Utah and New Mexico. Includes drawings and interpretations.

Easy Field Guide to Rock Art Symbols of the Southwest (Easy Field Guides)

Sports & Outdoors

Amer Travelers Pr

Space 1889: Science Fiction Role Playing in a More Civilized Time

Science Fiction & Fantasy

Chadwick, Frank

Bradstreet, Tim

Gaming

Hellograph Inc

Rhode Island's Baseball Legacy (1827-1960)

R. Harris

Making Materials Flow describes in plain language another step in implementing a complete lean business system. 
LEI's first workbook, Learning to See, focused on where to start — at the value stream for each product family within your facilities. 
Seeing the Whole then expanded the value stream map beyond facility walls, all the way from raw materials to customer. 
After mapping has identified waste and potential applications of flow and pull, you can use the techniques in Creating Continuous Flow to implement truly continuous flow in cellularized operations. 
Making Materials Flow takes the next step by explaining how to supply purchased parts to the value stream in order to support continuous flow. 
"Companies are making progress in creating areas of continuous flow as more managers learn about value-stream mapping and continuous-flow cells," said co-author Rick Harris, who also co-authored the Creating Continuous Flow workbook. "But as I walk through facilities and examine earnest efforts to create continuous flow, I see how hard it is to sustain steady output. The problem often is the lack of a lean material-handling system for purchased parts to support continuous-flow cells, small-batch processing, and traditional assembly lines." 
Making Materials Flow explains in plain language how to create such a system by applying the relevant concepts and methods in a step-by-step progression. The workbook reveals the exercises, formulas, standards, and forms that a consultant would use to implement the system in your environment. And, like LEI's other workbooks, Making Materials Flow answers the key question managers often have about lean tools and concepts, "What do I do on Monday morning to implement this?" The four key steps detailed in the workbook include: 
1. Developing the Plan For Every Part (PFEP). This basic database fosters accurate and controlled inventory reduction and is the foundation for the continuous improvement of a facility's material-handling system. 
2. Building the purchased-parts market. Learn the formulas and methods to size and operate a market that eliminates the waste of hoarding, searching for parts, and storing inventory throughout a facility. 
3. Designing delivery routes. You get the principles and calculations that turn a sprawling, messy plant into an organized community where operators get the parts they need, when needed, and in the quantity needed, delivered right to their fingertips. Proper delivery routes not only improve inventory and flow but also safety and housekeeping. 
4. Implementing pull signals to integrate the new material-handling system with the information management system. Learn the steps to creating a system that keeps inventory under control by allowing operators to pull just what they need while focusing on producing value for customers. You'll also learn how to calculate the number of pull signals needed and how often to deliver material. 
Finally, you'll learn how to sustain and continuously improving the system by implementing periodic audits of the material-handling system across the chain of management, from route operator to plant manager. You'll learn the five-step process for introducing audits of the market, routes, and pull signals by a cross-functional team from production control, operations, and industrial engineering. 
Harris and co-authors Chris Harris and Earl Wilson lead you through 10 simple but pragmatic questions that show how a manufacturing facility implements a robust but flexible lean material-handling system for purchased parts: 
The Plan For Every Part (PFEP) 
1. What information should you include in the PFEP? 
2. How will you maintain the integrity of the PFEP? 
Developing a Purchased-Parts Market 
3. Where do you locate your purchased-parts market? 
4. What is the correct size for your purchased-parts market, and what is the correct amount of each part to hold in the market? 
5. How do you operate your purchased-parts market? 
Designing the Delivery Route and the Information Management System 
6. How do you convey parts from the purchased-parts market to the production areas? 
7. How do your production areas signal the purchased-parts market what to deliver and when? 
8. How do you fill the delivery route? 
Sustaining and Improving 
9. How can you sustain the performance of your lean material-handling system? 
10. How can you identify and remove additional waste? 
An appendix explores how to adapt the key principles of lean material-handling to more complex environments, such as incorporating work-in-process (WIP) markets into the system for purchased parts, adding delivery routes from production cells to a finished-goods market, and applying the system to low-volume, high-mix processes. 
Making Materials Flow will benefit lean leaders, managers, and executives in production control, operations, and engineering who have at least a basic knowledge of lean concepts such as value-stream mapping, cell design, and standard work. The 93-page workbook contains more than 50 illustrations.

Making Materials Flow: A Lean Material-Handling Guide for Operations, Production-Control, and Engineering Professionals

Education & Teaching

Harris, Chris

Wilson,Earl

Schools & Teaching

Lean Enterprises Inst Inc

Lean Connections

Dependable information flow is a necessary prerequisite to the successful implementation of lean production principles. But while most managers understand how to make materials and manpower flow, the flow of information tends to be much more underdeveloped. Even companies that excel at recognizing waste and are otherwise adept at implementing the principles of lean production are often challenged to provide satisfactory information flow. Lean Connections: Making Information Flow Efficiently and Effectively isdesigned to help you rethink the way your organization views information flow. It provides the building blocks of a comprehensive information-flow system, showing you calculations and methods that will allow you to get the necessary information to those individuals who need it, when they need it. Following a logical and detailed progression, this manual shows how to make information flow in lean production facility From the end customer through materials control to the production floor On the production floor at the operator, team, and value stream level And then from the production floor to the management of the facility Employing a workbook format, this manual follows RNA Manufacturing, a fictional company, through its implementation of a comprehensive lean production system. As the authors outline RNA‘s methods and thought processes, they employ exercises that ask questions about your own production system. Your challenge is to think deeply about the answers, as well as the changes that need to be made to effectively make information flow through your facility. Make certain that everyone gets the information that they need when they need it

Lean Connections: Making Information Flow Efficiently and Effectively

Business & Money

Economics

Productivity Press

Developing a Lean Workforce: A Guide for Human Resources, Plant Managers, and Lean Coordinators

Changing an organization from a mass manufacturing environment to a lean environment is significant and affects all levels of the company if the implementation is done correctly. Many times, however, lean implementers become so involved with the nuts and bolts of lean implementation that the "people" side of the business is neglected. Transform your HR Department into an Agent of Change during Lean Implementation. With an HR perspective, veteran consultants Chris Harris and Rick Harris walk readers through a simple, step-by-step proven method for transforming a mass production workforce into a lean thinking one that possesses the necessary skills, training, and attitude to march in a new direction. They explain the role of human resources in a lean-oriented facility, emphasizing systematic training that continues for all employees. They also discuss the value of promoting employees from within a facility to team leader and group leader positions, and the importance of flexibility. This critically acclaimed book includes sample training sessions with explanations. Most of us are now far enough down the path in lean production to realize that the results lie in the details. This short volume presents all of the details you will need to create a frontline workforce and system of direct supervision that can effectively plan, do, reflect, and adjust, as you move your own operations steadily ahead.--James Womack, Chairman, Lean Enterprise Institute

Although there are many organizations that have implemented Lean production systems and become more profitable as a result, there can be a gap between what those organizations currently do and how they should plan for and profit from new business. Capitalizing on Lean Production Systems to Win New Business: Creating a Lean and Profitable New Product Portfolio explains how to create a Lean product portfolio to fill that gap so you can become more profitable from that new business.Providing a fundamental understanding of the Lean enterprise production system, this book can help an organization take its current Lean knowledge and translate that knowledge into a step-by-step methodology to win and launch new business. Lean topics covered include:  Value Stream Mapping Plan for Every Part Process Design and Standard Work Scheduling and Material Flow Machine Changeover Quality and Continuous Improvement  By developing the New Product Acquisition and Launch Portfolio presented in this book, you can dramatically improve your ability to produce the products customers desire and deliver them on time. Focusing on the concepts that are critical to the longevity of your Lean enterprise system, this book will help you understand how to deliver a product that meets the quality and delivery standards of your customer. It will also help you understand how this new product fits into your Lean enterprise system.Detailing how to achieve a successful new product launch through upfront planning, this book provides you with the tools to enhance efficiencies throughout your supply chain.

Capitalizing on Lean Production Systems to Win New Business

Routledge

The City by the Sea boasts an ambitious baseball history dating back to the early days of America's favorite pastime. In 1897, the Newport Colts became the first professional baseball team to ever tie in a playoff series. By the 1900s, baseball was being played daily on open fields and diamonds throughout Newport. The city has sported six major ball fields, including Cardines Field, host to the oldest continuously running amateur baseball team in the country. Discover the humble beginnings of players like Newport native Frank Corridon, who allegedly invented the now outlawed spitball, and the legacy of the great Trojans baseball club. Team up with baseball historian Rick Harris and walk through the history of Newport baseball from amateur games to the major leagues and all the strikes, homers and grand slams in between.

Newport Baseball History: America's Pastime in the City by the Sea

History Press Library Editions

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Books by Harris, Rick