Managing in the new world of manufacturing: how companies can improve operations to compete globally
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Englewood Cliffs, NJ
Prentice Hall
1991
|
| Edition: | 1. print. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIII, 189 S. graph. Darst. |
| ISBN: | 0136171435 |
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MARC
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| 245 | 1 | 0 | |a Managing in the new world of manufacturing |b how companies can improve operations to compete globally |c George W. Plossl |
| 250 | |a 1. print. | ||
| 264 | 1 | |a Englewood Cliffs, NJ |b Prentice Hall |c 1991 | |
| 300 | |a XIII, 189 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 650 | 7 | |a Production - Gestion |2 ram | |
| 650 | 7 | |a Relations industrielles |2 ram | |
| 650 | 7 | |a Usines - Gestion |2 ram | |
| 650 | 7 | |a Économie industrielle |2 ram | |
| 650 | 4 | |a Industrial management | |
| 650 | 4 | |a Manufactures |x Management | |
| 650 | 4 | |a Manufacturing industries |x Technological innovations | |
| 650 | 4 | |a Manufacturing processes | |
| 650 | 4 | |a Production management | |
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Record in the Search Index
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| adam_text | Contents
List of Illustrations ix
List of Principles and Strategies x
Preface xiii
Chapter 1 The First Law of Manufacturing Control 1
Summary, 1
Can Manufacturing Be Controlled?, 2
Complexity Exaggerated, 6
The Essence of Manufacturing, 6
Material Flow, 9
Information Flow, 10
Planning and Control Systems, 12
Improving Flexibility, 13
Theory and Practice, 15
Chapter 2 Evolution, Facts and Fables 21
Summary, 21
Decline of U.S. Manufacturing, 22
vi Contents
Governmental Handicaps, 23
Union Handicaps, 24 Financial Institution
Handicaps, 24 Trade Relations, 25
Poor Management, 25
Wealth Generation and Sharing, 26
The Evolution of Planning and Control, 28
Inventory Fallacies and Truths, 32
The Paradox of Inventory Control, 33
The Lead Time Syndrome, 34
The Situation Today, 36
Chapter 3 Manufacturing as a Process 39
Summary, 39
Manufacturing Is a Process, 40
Objectives of Manufacturing, 40
Satisfy Customers Completely, 40
Earn Adequate Profits, 42 Use Capital
Effectively, 42 Generate More Wealth, 43
Reward Participants Equitably, 43
Treat Suppliers and Customers Fairly, 43
Be a Good Citizen, 44
Differences Are Evident, 44
Useful Classifications, 46
Common Characteristics, 46
Information Flow Requirements, 48
Material Flow Requirements, 49
Attacks on Waste, 50
Chapter 4 Strategic Planning 53
Summary, 53
The Planning Hierarchy, 54
Strategic Planning, 57
Useful Strategies for Design Engineering, 60
Common Marketing Strategies, 61
Strategies Applicable to Production, 61
Strategies in Finance, 62
Business Planning, 63
Production Planning, 64
The Production Plan and Master Production Schedule
Links, 67
Master Production Schedules, 68
Contents vii
Managements Role in Using the Master Production
Schedules, 72
Chapters The System and Its Role 73
Summary, 73
General Control Theory, 74
System Objectives, 76
Core System Elements, 77
Subsystems, 82
Requirements for Effective Systems, 85
Chapters Effective Execution and Control 87
Summary, 87
Requirements for Control, 88
Valid Plans, 89 Timely Feedback, 90
Preset Tolerances, 91 Exception Reports, 91
Thorough Review, 91 Prompt Action, 91
Improving Internal Control, 92
Cultural Changes Needed, 96
Top Management, 98 Finance and
Accounting, 99 Marketing and Sales, 101
Warehousing and Distribution, 102
Design Engineering, 103 Manufacturing
Engineering, 105 Material Planning and
Control, 106 Quality Control, 108
Production, 109 Purchasing, 112
Maintenance and Plant Engineering, 113
The Changing Roles of Staff Experts, 113
Chapter 7 Measures of Performance 117
Summary, 117
The Need to Challenge Tradition, 118
Satisfying Customers, 119 Reducing Costs, 120
Reductions in Capital Requirements, 122
Decision Making with the Wrong Numbers, 122
Direct Labor Efficiency, 122 Direct Material
Costs, 124 Book Value of Machinery, 125
Return on Investment, 126
Requirements for Effective Measurement, 126
Pysical Versus Financial Data, 128
viii Contents
The Hierarchy of Performance Measurement, 129
Financial Measures of Performance, 131
Inventory Turnover Rates, 131 Return on Capital
Employed, 133 Aggregate
Production Sales Inventory, 133 Product Profit
Margins, 135 Productivity, 137
Physical measures of Performance, 138
Time Periods of Supply, 138 Actual Versus
Scheduled Output, 138 The Production/Delivery
Ratio, 139 Number of Defects in Materials,
Products, and Data, 139 Percent of Records with
No Significant Errors, 139 Manufacturing Cycle
Times, 140 Percent of Real Work in Cycle
Times, 141 Productivity, 142 Number of
Certified Suppliers, 143 Number of Components
in Each Product, 143 Number of Bottleneck Work
Areas, 143 Number of Schedules Missed, 144
Specific Measures for Functions, 144
Essence of Control, 246
Chapter 8 Manufacturing in the Future 149
Summary, 149
The Situation Today, 150
Common Fallacies, 153
U.S. Economy Is Strong, 153
Professional Managers Are Unprincipled, 153
Poor Management Is the Principle Cause of U.S.
Decline, 154 U.S Productivity Still Leads
the World, 154 Service Industries Will Replace
Manufacturing, 154 Low Value Dollar
Is Needed, 155 Financial Games
Are Beneficial, 155 Japanese Manufacturers
Are Unbeatable, 156
Urgent Tasks for Executives, 157
Strategies for the Future, 159
Hope for the Future, 165
Bibliography 171
Glossary of Terms 173
Index 181
List of Illustrations
Figure No. 1 1 The Essence of Manufacturing, 7
Figure No. 1 2 Information Versus Material Speeds, 8
Figure No. 1 3 Production Cycle Management, 14
Figure No. 2—1 Evolution of Planning and Control, 28
Figure No. 2 2 How Inventory is Really Controlled, 34
Figure No. 2 3 The Lead Time Syndrome, 35
Figure No. 3 1 Manufacturing Objectives, 41
Figure No. 3 2 Complexities of Pencils, 45
Figure No. 4 1 Planning Time Relationships, 56
Figure No. 4—2 Comparison of Marketing and Production
Strategies, 59
Figure No. 4 3 Typical Production Plan, 66
Figure No. 4 4 Typical Master Production Schedule, 70
Figure No. 4 5 Team or All stars?, 71
Figure No. 5 1 Core System Elements, 78
Figure No. 5 2 Rough cut Capacity Plan, 79
Figure No. 5 3 Typical Material Requirements Plan, 81
Figure No. 6 1 Requirements for Control, 89
Figure No. 6 2 Long Cycle Problems, 90
Figure No. 6 3 Production Cycle Time, 95
Figure No. 7 1 Customer Service Benefits, 119
Figure No. 7 2 Factory Cost Changes, 120
Figure No. 7 3 Potential Inventory Reductions, 132
Figure No. 7 4 Inventory Input/Output Report, 134
Figure No. 7 5 Product Contributions to Sales and Costs, 136
Figure No. 7 6 Manufacturing Cycle Time Elements, 141
Figure No. 7 7 Stacked Lead Times, 142
Figure No. 8 1 Profit and Loss Statementr Before, 166
Figure No. 8 2 Balance Sheet Before, 166
Figure No. 8 3 Profit and Loss Statement After, 167
Figure No. 8 4 Balance Sheet After, 167
List of Principles
and Strategies
PRINCIPLES
CHAPTER 1
1. Time is the most precious resource., 10
2. The logic of manufacturing planning and control is simple and universal.,
11
3. There is one system framework common to all types of manufacturing., 12
4. There is no one best way to control manufacturing., 12
5. Do not commit flexible resources to any specific item until the last possible
moment., 13
CHAPTER 2
6. Well run operations do not require complex systems., 37
CHAPTER 3
7. Manufacturing is a process involving two flows: materials and information., 47
8. No manufacturing problem is unsolvable., 49
CHAPTER 4
9. The validity of a plan increases as its horizon decreases., 72
CHAPTER 5
10. Manufacturing operations forming parts of a common process are controlled
best by an integrated system., 76
11. Plans impossible to execute are the worst kind., 80, 98
CHAPTER 6
12. Replanning is the last resort; first get back on plan., 92
13. Making enough in total is a prerequisite of making the right things., 94
List of Principles and Strategies xi
14. Improvements can and should be made in all functions simultaneously., 97
15. Learn to play a better game, not just keep a better score., 101
16. Know customers real needs, not just their wants., 101
17. Sound design means much more than proper functioning., 104
18. Setting time standards is secondary to smoothing and speeding flow., 106
19. Plan only capacity requirements over long horizons; schedule specific items
only in the near future., 107
20. Estimates of group totals for families of items will be more accurate than
those of individual items., 107
21. Making anything too soon is a serious waste., 107
22. Input higher than output must trigger instant alerts., 108
23. Planning defines the resources needed to make what is planned; execution
applies the resources available to make what customers want now., Ill
24. One ace partner beats a full house of competing suppliers., 112
CHAPTER 7
25. Data are simply facts; information requires facts having useful mean¬
ings., 127
26. Ninety five percent complete information now is far better for control than
100% later., 127
27. The best measures of performance are aggregates, not details., 128
28. Any valid control report must show both planned and actual performance
data., 128
29. Physical units of measure are superior to financial., 129
30. Visual feedback is preferable to system data., 129
STRATEGIES
CHAPTER 8
1. Make education of all employees a continuous effort., 159
2. Achieve significant, continuous improvements in the performance of the
business by attacking waste in all activities., 161
3. Smooth out and speed up material and information flows., 161
4. Increase the productivity of capital., 162
5. Work continuously to improve the quality of output of every business
activity., 162
6. Do not commit flexible resources to any specific item until the last possible
moment., 164
zii List of Principles and Strategies
7. Streamline factory processes to slash inventories, material costs, and
production time., 164
8. Pare management layers to force designers, engineers, production workers,
and marketers to work as teams., 164
9. Harness computer technology to make small batches of customized prod¬
ucts at low costs., 164
10. Pounce on breakthrough discoveries (like superconductivity) that will rev¬
olutionize entire businesses., 164
|
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| isbn | 0136171435 |
| language | English |
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| physical | XIII, 189 S. graph. Darst. |
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| spelling | Plossl, George W. Verfasser aut Managing in the new world of manufacturing how companies can improve operations to compete globally George W. Plossl 1. print. Englewood Cliffs, NJ Prentice Hall 1991 XIII, 189 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Développement industriel - Projets ram Production - Gestion ram Relations industrielles ram Usines - Gestion ram Économie industrielle ram Industrial management Manufactures Management Manufacturing industries Technological innovations Manufacturing processes Production management Fertigung (DE-588)4016899-2 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Fertigung (DE-588)4016899-2 s Management (DE-588)4037278-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=003842276&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Plossl, George W. Managing in the new world of manufacturing how companies can improve operations to compete globally Développement industriel - Projets ram Production - Gestion ram Relations industrielles ram Usines - Gestion ram Économie industrielle ram Industrial management Manufactures Management Manufacturing industries Technological innovations Manufacturing processes Production management Fertigung (DE-588)4016899-2 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4016899-2 (DE-588)4037278-9 |
| title | Managing in the new world of manufacturing how companies can improve operations to compete globally |
| title_auth | Managing in the new world of manufacturing how companies can improve operations to compete globally |
| title_exact_search | Managing in the new world of manufacturing how companies can improve operations to compete globally |
| title_full | Managing in the new world of manufacturing how companies can improve operations to compete globally George W. Plossl |
| title_fullStr | Managing in the new world of manufacturing how companies can improve operations to compete globally George W. Plossl |
| title_full_unstemmed | Managing in the new world of manufacturing how companies can improve operations to compete globally George W. Plossl |
| title_short | Managing in the new world of manufacturing |
| title_sort | managing in the new world of manufacturing how companies can improve operations to compete globally |
| title_sub | how companies can improve operations to compete globally |
| topic | Développement industriel - Projets ram Production - Gestion ram Relations industrielles ram Usines - Gestion ram Économie industrielle ram Industrial management Manufactures Management Manufacturing industries Technological innovations Manufacturing processes Production management Fertigung (DE-588)4016899-2 gnd Management (DE-588)4037278-9 gnd |
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