• Business Results
• Consistent Lean Enterprise Culture
• Continuous Process Improvement
• Cultural Enablers
While lean practices have been successfully implemented into the process industry with excellent results for over 20 years (including the author’s own award winning example at Exxon Chemical), that industry has been especially slow in adopting lean. Part of the problem is that the process industry needs its own version of lean. The larger part of the problem is resistance to transformational change, a barrier that can only be overcome with effective leadership and results-oriented planning that engages rather than excludes all stakeholders.
Illustrated with his own success stories, Floyd describes business results, lean enterprise thinking, and policy deployment in process industry terms. He offers detailed theory, practice, and examples of continuous process improvement, and describes the leadership and defines the ethics needed to evolve and sustain lean transformation. Floyd lays out the specific steps needed during the first six months of transformation and the benchmarks to be achieved during the first two years of implementation. All companies can benefit from lean; this book makes sure that those who want it, know how.
About the Author
Ray Floyd is senior vice president of Suncor Energy, Inc. Suncor is the first and still principle developer of Canada’s Athabasca Oil Sands, and with the acquisition of Petro-Canada in 2009 Suncor became the largest energy company in Canada.
Ray began his industrial career as a manufacturing foreman with General Motors producing plastic and rubber automotive components. Following more than ten years of increasing responsibility in manufacturing and engineering with GM, Ray joined Exxon as an affiliate vice president. Ray remained with Exxon for more than twenty years and retired with responsibility as Global Manager of Manufacturing Services. Following retirement from Exxon Mobil, Ray joined Suncor.
During his time with Exxon, organizations that Ray led received international recognition as among the best-operated businesses in industry. His operations have been twice designated by Industry Week Magazine as among “America’s Ten Best Plants”. While Ray led Exxon’s massive Baytown Chemical Plant they received the Industry Week “Best Plant” designation and Maintenance Technology Magazine designated it as the “Best Maintenance Organization in Large Industry”. Under his guidance Exxon’s Butyl Polymers Business became the first process industry recipient of the Shingo Prize.
Ray is generally recognized as among America’s early adopters of lean manufacturing in any form and among the global early adopters of lean practices in the process industries. Ray is also among the first to recognize that successful lean operations require both ubiquitous strategic intent and a culture of fully engaged people. Ray’s approach of simultaneously creating a strategically focused and engaging culture simultaneous with deployment of lean manufacturing has been widely reported by other authors. That practice is fully documented in Ray’s first book A Culture of Rapid Improvement. Full of examples from his extremely successful personal experiences at both Exxon Mobil and Suncor, Liquid Lean focuses with real clarity on the application of those practices within the liquid industries.
Ray has degrees in chemical engineering, business administration and law. He is a registered professional engineer in both the United States and Canada. In the U.S. he is also licensed as an attorney-at-
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