Manufacturing systems : foundations of world-class practice / Joseph A. Heim and W. Dale Compton, editors.

Format:

Book

Contributor:

Heim, Joseph A.

Compton, W. Dale.

Language:

English

Subjects (All):

Manufacturing industries--Management.

Manufacturing industries.

Industrial management.

Physical Description:

viii, 273 p. : ill.

Edition:

1st ed.

Place of Publication:

Washington, D.C. : National Academy Press, 1992.

Language Note:

English

Summary:

Some 70 percent of U.S. manufacturing output currently faces direct foreign competition. While American firms understand the individual components of their manufacturing processes, they must begin to work with manufacturing systems to develop world-class capabilities. This new book identifies principles--termed foundations--that have proved effective in improving manufacturing systems. Authored by an expert panel, including manufacturing executives, the book provides recommendations for manufacturers, leading to specific action in three areas: Management philosophy and practice. Methods used to measure and predict the performance of systems. Organizational learning and improving system performance through technology. The volume includes in-depth studies of several key issues in manufacturing, including employee involvement and empowerment, using learning curves to improve quality, measuring performance against that of the competition, focusing on customer satisfaction, and factory modernization. It includes a unique paper on jazz music as a metaphor for participative manufacturing management. Executives, managers, engineers, researchers, faculty, and students will find this book an essential tool for guiding this nation's businesses toward developing more competitive manufacturing systems.

Contents:

Manufacturing Systems

Copyright

Foreword

Preface

Contents

Report of the Committee on Foundations of the Manufacturing

Executive Summary

GOALS AND OBJECTIVES

THE CUSTOMER

THE ORGANIZATION

THE EMPLOYEE

THE SUPPLIER OR VENDOR

THE MANAGEMENT TASK

METRICS

DESCRIBING AND UNDERSTANDING

EXPERIMENTATION AND LEARNING

TECHNOLOGY

IMPLEMENTING THE FOUNDATIONS

1 Introduction

2 Overview

THE MANUFACTURING SYSTEM

MANUFACTURING FOUNDATIONS

THE BENEFITS OF FOUNDATIONS OF MANUFACTURING

THE AUDIENCE

3 Management Practice

4 Measuring, Describing, and Predicting System Performance

METRICS: QUANTIFYING THE PERFORMANCE OF THE MANUFACTURING ENTERPRISE

Taxonomy for Metrics

Matching Metrics with Goals and Concerns

Financial Measurements

The Application of Metrics as Operational Guidelines

Other Metrics

MODELS AND LAWS

Empirical Models

Modeling and Understanding

Determining Limits for Improvement

Identifying Critical Variables

Strategic Planning and Management

Basis for Decisions and Predicting Performance

Simulation

5 Organizational Learning and Improving System Performance

FOUNDATIONS RELATED TO LEARNING AND RENEWAL

The Learning Process

Formalize Organizational Knowledge with Models

FOUNDATIONS THAT RELATE TO TECHNOLOGY

Unit Processes and Subsystems

Subsystem Interfaces

System Issues

Enhancing the Scientific Method for Understanding Manufacturing Systems

6 Educational and Technological Challenges

CHALLENGES FOR THE EDUCATION SYSTEM

THE TECHNOLOGICAL CHALLENGES

Globally Competitive Manufacturing Practices

Involvement and Empowerment: The Modern Paradigm for Management Success.

WHAT IS EMPLOYEE INVOLVEMENT?

RELATIONSHIP OF EMPLOYEE INVOLVEMENT AND EMPOWERMENT

WHY WAS "EMPLOYEE INVOLVEMENT AND EMPOWERMENT" DEEMED SO CRITICAL?

ACCOMPLISHING THE CHANGE

Phase I-Employee Involvement: Change at the Plant Level (1979-1982)

Phase II-Participative Management: The Change in Middle Management (1982-1985)

Phase III-Senior Management Change (1985-present)

CONCLUSIONS

Implementation Projects: Decisions and Expenditures

Benchmarking

FINANCIAL METRICS

PRODUCT PERFORMANCE METRICS

UNIT OPERATION METRICS

SYSTEM OPERATIONAL METRICS

AGGREGATED MEASURES OF PERFORMANCE

MEASURES OF LONG-TERM COMPETITIVE CAPABILITY

Technological Capability

Technical Personnel

INTERACTIONS

CONCLUSION

Improving Quality Through the Concept of Learning Curves

ORIENTATION

THE LEARNING CURVE RELATED TO COSTS

THE LEARNING CURVE RELATED TO QUALITY

OBSERVATIONS

ACKNOWLEDGMENT

Organizing Manufacturing Enterprises for Customer Satisfaction

CRITERIA RELEVANT TO ORGANIZATIONAL STRUCTURE

CLASSICAL ADMINISTRATIVE THEORY

CHOICE OF FUNDAMENTAL METRICS

TAGUCHI'S PARADIGM

APPLICATION OF THE CRITERIA

DISCUSSION

Customer Satisfaction

WHO REALLY IS THE CUSTOMER?

WHAT DOES "SATISFACTION" REALLY MEAN?

WHAT DO YOU WANT OUT OF IT?

THE CRITICAL STEP-THE PRODUCT PLAN

THE LAST PIECE OF THE PRODUCT PLAN-METRICS

SANITY CHECKS

IMPLEMENTATION-THE EASY STEP?

The Interface Between Manufacturing Executives and Wall Street Visitors- Why Security Analysts Ask Some of the Questions That

QUESTIONS THAT MIGHT BE ASKED (BUT USUALLY ARE NOT) BY SECURITY ANALYSTS WHEN QUESTIONING A SENIOR V.P. OF MANUFACTURING:

Taylorism and Professional Education

TAYLORISM

THE ESSENTIAL ELEMENTS OF TAYLORISM

WHEN DOES TAYLORISM WORK?

WHAT SHOULD BE DONE?.

Empowerment of Our Professional Students

Encouragement of Cooperative Student Work Practices

Participative Management of the Educational Enterprise

Development of a Supportive Professional Accreditation Process

SUMMARY

The Integrated Enterprise

Time as a Primary System Metric

TIME AS A DIAGNOSTIC TOOL AND A DRIVER OF QUALITY AND COST

LESSONS FROM SIMPLE QUEUING MODELS

APPLYING THE LESSONS LEARNED IN MANUFACTURING

Communication Barriers to Effective Manufacturing

Are There "Laws" of Manufacturing?

TAUTOLOGIES VERSUS LAWS

LAWS VERSUS EMPIRICAL MODELS

OUTLOOK FOR LAWS OF MANUFACTURING

ON COMPLEX SYSTEMS AND THEIR MODELING

The Need for Multiple Views

Modeling Myopia

Taking Risks in Manufacturing

RISK AS A CONSEQUENCE OF CHANGE

EFFECTIVE USE OF PEOPLE

Total Employee Involvement

Effective Teams

PLANNING FOR CHANGE

Strategic Planning

Managing Organizations in Transition

PROVIDING PROPER TOOLS

Statistics and Problem Solving

Change Control Methodology

Constant Change, Constant Challenge

NEW MANAGEMENT PARADIGM NEEDED

MANAGING FROM THE FUTURE

STRATEGIC CONTROL: THE LEARNING ORGANIZATION

ORGANIZATION LEARNING

Manufacturing Capacity Management Through Modeling and Simulation

MODELS, MODELING, AND SIMULATION

TOTAL CAPACITY MANAGEMENT: AN OVERVIEW

FUNCTIONS IN TOTAL CAPACITY MANAGEMENT

Design Assessment

Capacity Requirements Planning and Analysis

Scheduling

Schedule Management

Status Presentation and Statistics

Schedule Execution and Dispatching

TCM ARCHITECTURE

ACKNOWLEDGMENTS

The Power of Simple Models in Manufacturing

WHY WE MODEL

THE POWER OF SIMPLICITY

AN EXAMPLE

Improving Manufacturing Competitiveness Through Strategic Analysis.

CHARACTERISTICS OF STRATEGIC ANALYSIS AT ALCOA

USING DATA FOR PROCESS UNDERSTANDING

DEVELOPMENT OF FORECASTS

SUMMARIZING FORECASTS AND INTERPRETING OPPORTUNITIES

SHARED ENGAGEMENT IN THE ANALYSIS

Going to the Gemba

Jazz: A Metaphor for High-Performance Teams

SOLOING AND SMALL JAZZ GROUPS

THE LARGER JAZZ ENSEMBLE

Consolidated Bibliography

Committee Membership

COMMITTEE ON FOUNDATIONS OF MANUFACTURING

CONTRIBUTING AUTHORS

NAE STAFF

Biographies of Contributing Authors

Index.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references and index.

ISBN:

9786610203116

9781280203114

1280203110

9780309556064

0309556066

9780585026282

0585026289

OCLC:

923267810