Manufacturing handbook of best practices: an innovation, productivity, and quality focus
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Boca Raton
St. Lucie Press
2002
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| Schriftenreihe: | St. Lucie Press/APICS series on resource management
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 435 S. graph. Darst. |
| ISBN: | 1574443003 |
Internformat
MARC
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| 245 | 1 | 0 | |a Manufacturing handbook of best practices |b an innovation, productivity, and quality focus |c edited by Jack B. ReVelle |
| 264 | 1 | |a Boca Raton |b St. Lucie Press |c 2002 | |
| 300 | |a 435 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 490 | 0 | |a St. Lucie Press/APICS series on resource management | |
| 650 | 4 | |a Innovations - Gestion | |
| 650 | 4 | |a Produits commerciaux - Gestion | |
| 650 | 4 | |a Qualité - Contrôle | |
| 650 | 4 | |a Product management | |
| 650 | 4 | |a Quality control | |
| 650 | 4 | |a Technological innovations |x Management | |
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Datensatz im Suchindex
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| adam_text | Table of Contents
Chapter 1 The Agile Enterprise 1
1.1 Introduction 1
1.2 Traditional Manufacturing 2
1.3 Evolution from Lean to Agile Enterprise 3
1.4 Agile Enterprise Foundation 5
1.4.1 Customer Focus 5
1.4.2 Strategy Deployment 6
1.4.3 Focus on Work 7
1.5 Agile Manufacturing 8
1.5.1 Definition 8
1.5.2 Agile Manufacturing Challenges in the Automotive Industry 8
1.6 Agile Enterprise Guiding Principles 9
1.6.1 Benefits of Being Agile 9
1.6.2 What s New or Different? 10
1.7 Agile Enterprise Tools and Metrics 10
1.7.1 Transaction Analyses 10
1.7.2 Activity/Cost Chains 11
1.7.3 Organization Maps 11
1.7.4 Key Characteristics (KCs) 11
1.7.5 Contact Chains 11
1.8 Customer Orientation 12
1.9 Information System Design 13
1.10 Cooperation through Virtual Teams and Corporations 14
1.11 Highly Educated and Trained Workforce 15
1.11.1 The Rise of the Knowledge Worker 17
1.12 Agile Enterprise and the Internet 17
1.12.1 Supply Chain Challenges 18
1.12.2 Growth and Value 19
1.12.3 Impact of the Internet on Various Aspects of Agility 19
1.12.4 Customer Orientation — The Rise of CRM
(Customer Relationship Management) 20
1.12.4.1 What Will It Take to Keep the Customer
in the Future? 21
1.12.4.2 A Value Chain Proposition 21
1.12.4.2.1 Functional Requirements 22
1.12.4.2.2 Reaping Business Benefits from IT 23
1.12.4.2.3 Setting the Stage for Success 24
1.12.5 The Future of the Agile Enterprise 24 ft
1.12.5.1 Idea Centric Society 24 jf
1.12.5.2 The Agile Enterprises of the Future Will Have Jf
Certain Defining Characteristics 25 ? •
1.12.5.2.1 Management by Web 25
1.12.5.2.2 Information Management 25
1.12.5.2.3 Mass Customization 25
1.12.5.3 Dependence on Intellectual Capital 26 •;
1.12.5.4 Global 26 :J
1.12.5.5 Speed 26 §
1.12.6 Flexible Facilities and Virtual Organizations 26 ;
Chapter 2 Benefiting from Six Sigma Quality 27
2.1 A Brief History of Quality and Six Sigma 27
2.2 How Six Sigma Affects The Bottom Line 31
2.3 Characteristics of a Six Sigma Organization 32
2.3.1 Customer Focus 33
2.3.2 Everybody on the Same Page 34
2.3.3 Extensive and Effective Data Usage 34
2.3.4 Empowerment: Autonomy, Accountability, and Guidance 35
2.3.5 Reward Systems that Support Objectives. 35
2.3.6 Relentless Improvement 36
2.4 Departmental Roles and Responsibilities 36
2.4.1 Top Management 37
2.4.2 Cost Accounting 39
2.4.3 Information Technology 39
2.4.4 Human Resources 39
2.4.5 Factory Management 40
2.4.6 Sales and Marketing 40
2.4.7 Engineering and Design 40
2.4.8 Quality 41
2.4.9 Other Organizations 41
2.5 Individual Roles and Responsibilities 41
2.5.1 Executive Staff 41
2.5.2 Coordinator 43
2.5.3 Champions 43
2.5.4 Problem Solving Practitioners, Experts, and Masters 43
2.5.5 Team Members and Supervisors 44
2.6 Six Sigma Implementation Strategies 44
2.6.1 Assess Current Situation 45
2.6.2 Establish Accountability and Communication 46
2.6.3 Identify and Sequence Tasks 46
2.6.4 Performance Metrics 46
2.7 Conclusion : : 47 I
Chapter 3 Design of Experiments... 49
3.1 Overview 49
3.2 Background 49
3.3 Glossary of Terms and Acronyms 50
3.4 Theory 51
3.5 Example Applications and Practical Tips 52
3.5.1 Using Structured DOEs to Optimize Process Setting Targets 52
3.5.2 Using Structured DOEs to Establish Process Limits 53
3.5.3 Using Structured DOEs to Guide New Design Features
and Tolerances 53
3.5.4 Planning for a DOE 53
3.5.5 Executing the DOE Efficiently 56
3.5.6 Interpreting the DOE Results : 56
3.5.7 Types of Experiments 57
3.6 Before the Statistician Arrives 61
3.7 Checklists for Industrial Experimentation 64
References 68
Chapter 4 DFMA/DFSS 69
4.1 Design for Manufacture and Assembly (DFMA) 69
4.1.1 Simplicity 70
4.1.2 Use of Standard Materials Components and Designs 71
4.1.3 Specify Tolerances 71
4.1.4 Use of Common Materials 72
4.1.5 Concurrent Engineering Collaboration 72
4.2 Design for Six Sigma (DFSS) 73
4.2.1 Statistical Tolerance Analysis 73
4.2.2 Process Mapping 73
4.2.3 Six Sigma Product Scorecard 76
4.2.4 Design to Unit Production Cost (DTUPC) 82
4.2.5 Designed Experiments for Design Optimization 84
Chapter 5 Integrated Product and Process Development 87
5.1 Overview 87
5.2 Background 87
5.2.1 Design Build Test 87
5.2.2 Teams Outperform Individuals 88
5.2.3 Types of Teams 88
5.2.4 Fad of the Early 1990s 88
5.2.5 DoD Directive 5000.2 R (Mandatory Procedures for Major
Defense Acquisition Programs) 89
5.2.5.1 Benefits of IPPD 89
5.2.5.2 Why IPPD Benefits Employees 90
5.2.5.3 Why IPPD Benefits the Customer :.9O
5.2.5.4 Why IPPD Benefits an Organization 91
5.3 Organizing an IPT 91
5.3.1 Initial Challenges — What Are We Doing (Goals)?
Why Change? How Are We Going to Do It (Roles)? 91
5.3.1.1 Goals 91
5.3.1.2 Why Change? 92
5.3.1.3 Roles 92
5.3.2 Core Members (Generalists) vs. Specialists (Bit Players) 92
5.3.3 Collocation and Communication Links 93
5.3.4 Team Culture 93
5.3.5 Picking the Right Team Leader 94
5.4 Building the Environment (Culture) for Successful IPPD 94 f
5.4.1 Effective Change Management 94 I
5.4.1.1 Fear and Jealousy of Change (from the Functional •
Manager s View) 95
5.4.1.2 Organizational Issues Created by Change 95
5.5 The Tools that an IPT Will Require 96
5.5.1 Technical Tools 96
5.5.2 Communication and Decision Making Tools 96
5.6 Probable Problem Areas, and Mitigations 96
5.6.1 Reduced Development Time = Less Time for Corrections
and Customer Review and Feedback 96
5.6.1.1 Customer Inputs 97
5.6.1.2 Specification Errors 97
5.6.2 Silo and Group Think Mentality 97
5.6.3 Self Sufficient vs. Too Large a Team 97
5.6.4 Recruiting — Internal (Why Were They Chosen?) vs. External 98
5.6.5 Retention and Career Paths Following Project Completion 98
5.6.6 Costs Associated with IPTs 99
5.7 Methodologies of Simultaneous Product and Process Development 100
5.7.1 Concept and Prototyping 100
5.7.2 Design and Development 100
5.7.2.1 CAD Databases 101
5.7.2.2 Codevelopment 101
5.7.2.3 Tooling (Molds and Dies) 101
5.7.2.4 Passive Assurance in Production 102
5.7.3 Qualification . 102
5.7.3.1 Tooting Qualification 102
5.7.3.2 Design Verification First 103
5.7.3.3 Assembly Qualification = Product Qualification 103
5.7.4 Conclusion 104
5.8 Internet Sites 104
References 104 ,
Chapter 6 ISO 9001:2000 Initiatives 107
6.1 Introduction 107
6.2 The Basic Changes 108
6.3 Quality Management System 110
6.3.1 Quality Management System Audit Checklist Based
on ISO 9001:2000 Clause 4 113
6.4 Management Responsibility 113
6.4.1 Management Responsibility Audit Checklist Based
on ISO 9001:2000 Clause 5 115
6.5 Resource Management 115
6.5.1 Resources Management Audit Checklist Based
on ISO 9001:2000 Clause 6 115
6.6 Product Realization 115
6.6.1 Product Realization Audit Checklist Based
on ISO 9001:2000 Clause 7 119
6.7 Measurement, Analysis, and Improvement 119
6.7.1 Measurement Analysis and Improvement Audit Checklist
Based on ISO 9001:2000 Clause 8 121
6.8 Disclaimer 121
Appendices 122
Chapter 7 ISO 14001 and Best Industrial Practices 141
7.1 Introduction 141
7.2 Energy Use 142
7.2.1 Lighting 142
7.2.1.1 Recommendations and Guidelines 142
7.2.2 Ventilation 143
7.2.2.1 Recommendations and Guidelines 143
7.2.3 Electrical Equipment and Machinery 144
7.2.3.1 Recommendations and Guidelines 144
7.2.3.1.1 Computers and Printers 144
7.2.3.1.2 Photocopy Machines 144
7.2.3.1.3 Stand Alone Refrigerators and Freezers 145
7.2.3.1.4 Dishwashers 145
7.2.3.1.5 Point of Use Water Heating 145
7.2.4 The Solar Option 145
7.3. Other Environmental Impacts 145
7.3.1 Use of Water 146
7.3.1.1 Recommendations and Guidelines 146
7.3.1.1.1 Inside Buildings 146
7.3.2 Boilers 148
7.3.2.1 Recommendations and Guidelines 148
7.3.2.1.1 Optimizers 148
7.3.3 Waste 148
7.3.3.1 Recommendations and Guidelines 148
7.3.3.1.1 Permits 148
7.3.3.1.2 Waste Reduction Initiatives 149
7.3.3.1.3 Waste Water (See Also, Water Use) 149
7.3.3.2 General 150
7.3.4 Recycling 150
7.3.4.1 Recommendations 150
7.3.5 Ozone Depleting Substances 152
7.3.5.1 Recommendations and Guidelines 152
7.3.5.1.1 Refrigeration and Air Conditioning 153
7.3.5.1.2 Dry Cleaning 153
7.3.5.1.3 Fire Protection Systems 154
7.3.6 Hazardous Substances 154
7.3.6.1 Recommendations and Guidelines 154
7.3.6.1.1 Acids 154
7.3.6.1.2 Alkalis 154
7.3.6.1.3 Bleach 154
7.3.6.1.4 Solvents 155
7.3.6.1.5 Phosphates 155
7.3.7 Stationery and Office Supplies 156
7.3.7.1 Recommendations and Guidelines 157
7.3.8 Office Equipment— Fixtures and Fittings 157
7.3.8.1 Recommendations and Guidelines 157
7.3.9 Transport 158
7.3.9.1 Recommendations and Guidelines 158
7.3.9.1.1 Servicing 159
7.3.9.1.2 Training and Driving Style 159
7.3.9.1.3 Vehicle Use 159
7.3.10 External Influences 160
7.3.10.1 Recommendations and Guidelines 160
7.3.11 Miscellaneous 160
7.3.11.1 Recommendations and Guidelines 160
7.4 Environmental Management Initiatives 160
7.4.1 Energy Management Systems 160
7.4.1.1 Responsibility 160
7.4.1.2 Energy Audit 161
7.4.1.3 Action Plan 161
7.4.1.4 Involve Employees 161
7.4.1.5 Finance 162
7.4.1.6 Energy Monitoring 162
7.4.1.7 Yardsticks . 162
7.4.1.8 Consumption Targets 163
7.4.2 Access to Legislative Information , 163
7.4.2.1 Recommendations and Guidelines 163 i:
7.4.3 Training, Awareness, and Responsibilities 163
7.4.3.1 Recommendations and Guidelines 164
7.4.4 Purchasing: The Total Cost Approach 164
7.4.4.1 Recommendations and Guidelines 165
7.5 Summary 166
7.6 Disclaimer 167
Chapter 8 Lean Manufacturing 169
8.1 Lean Manufacturing Concepts and Tools 170
8.1.1 Lean Objectives 171
8.1.2 Define Value Principle 173
8.1.3 Identify Value Stream 173
8.2 Elimination of Waste Principle 174
8.2.1 Definition of Waste 174
8.2.2 Waste of Overproduction 174
8.2.3 Waste of Inventory 174
8.2.4 Waste of Correction 175
8.2.5 Waste of Movement 176
8.2.6 Waste of Motion 176
8.2.7 Waste of Waiting 176
8.2.8 Waste of Overprocessing 176
8.2.9 Impact of Waste 177
8.3 Support the Workers Principle 177
8.4 Pull System Strategy 179
8.4.1 Kanban Technique to Facilitate a Pull System Strategy 179
8.4.2 Level Scheduling (Heijunka) Technique 180
8.4.3 Takt Time 182
8.4.4 Quick Changeover Technique 182
8.4.5 Small Lot Production 183
8.5 Quality Assurance Strategy 183
8.5.1 Poka Yoke Device (Mistake Proofing) 184
8.5.2 Visual Control and 5S Techniques 184
8.5.3 Visual Controls 185
8.5.4 Preventive Maintenance Technique 185
8.6 Plant Layout and Work Assignment Strategy 186
8.7 Continuous Improvement (Kaizen) Strategy 188
8.7.1 Standardized Work Technique to Support Kaizen 189
8.7.2 Standard Cycle Time 189
8.7.3 Standard Work Sequence 189
8.7.4 Standard WIP 190
8.8 Decision Making Strategy 190
8.9 Supplier Partnering Strategy in Lean Manufacturing 190
8.9.1 Small Supplier Network 191
8.9.2 Short Term Contract/Long Term Commitment 191
8.9.3 Supplier Assistance 191
4
B.9.4 Structure for Effective Communication 191 f
8.9.5 Supplier Selection and Evaluation 192
8.9.6 Supplier Kanban and Electronic Data Interchange 192
Appendices 193
Chapter 9 Measurement System Analysis 203
9.1 Why Perform a Measurement System Analysis? 203
9.1.1 The Value of Measurement System Analysis 203 f
9.2 The Basics of Measurement System Analysis 205
9.2.1 Data and Your Measurement System ... What s It All About? 205
9.2.2 Properties of a Measurement System 206
9.2.3 Variable Data — Bias/Accuracy 207
9.2.4 Variable Data — Precision 208
9.2.5 Why There Is Variability 209
9.2.6 Variable Data — Types of Variation for Measurement Systems .... 210
9.2.7 Attribute Data — Types of Variation for Measured Systems 211
9.3 Performing a Measurement System Analysis 213
9.3.1 Plan the Analysis 213
9.3.2 Which Inspection Processes to Analyze 213
9.3.3 Variable Measurement System Analysis — Preparation 214
9.3.4 Variable Measurement System Analysis — Analysis 215
9.3.5 Variable Measurement System Analysis — A Correction
Technique 218
9.3.6 Attribute Measurement System Analysis — Preparation 219
9.3.7 Attribute Measurement System Analysis — Analysis 220
9.3.8 A Case History 222
9.4 The Skills and Resources to Do the Analysis 223
9.4.1 Technical Skills 223
9.4.2 Measurement System Analysis Software 224
Reference 225
Journal 225
Glossary of Terms 225
Chapter 10 Process Analysis 227
10.1 Definitions 227
10.2 Process Analysis 228
10.2.1 Process 228
10.2.2 System 228
10.2.3 Process Flow Chart 228
10.2.4 Process Map 229
10.3 Process Improvement , 231
10.3.1 As Is vs. Should Be 231
10.3.2 Annotation 231
u
10.4 Process Analysis and Improvement Network (PAIN) 232
10.4.1 Reasons for PAIN 232
10.4.2 PAIN — Main Model 232
10.4.3 PAIN — Models A Through G 233
10.4.4 Phase 1 238
10.4.5 Phase 2 238
10.4.6 Phase 3 238
10.4.7 PAIN —Model G 239
Appendix 241
Chapter 11 Quality Function Deployment (QFD) 245
11.1 Introduction 245
11.2 Risk Identification 249
11.3 The Seven Step Process. 249
11.4 Kano Model 251
11.5 Voice of the Customer Table 252
11.6 House of Quality (HOQ) 254
11.7 Four Phase Approach 256
11.8 Matrix of Matrices Approach 257
11.9 Recommendations 257
11.9.1 Software 257
11.9.2 Books 257
11.9.3 WebSites 258
Chapter 12 Manufacturing Controls Integration 261
12.1 The Basic Premise of Inventory 261
12.2 Need for Inventory Identified by Definition 262
12.3 Manufacturing Is Really Just a Balancing Act 264
12.3.1 The Balance 264
12.4 The Primary Controls for Inventory 267
12.5 The Tools for Inventory Control 271
12.5.1 The ABC Inventory System 272
12.5.2 Capacity Capability and the Effect on Inventory 279
12.5.3 Production Constraints 280
Chapter 13 Robust Design 285
13.1 The Significance of Robust Design 286
13.2 Fundamental Principles of Robust Design — The Taguchi Method 289
13.3 The Robust Design Cycle 290
13.3.1 A Robust Design Example: An Experimental Design to
Improve Golf Scores 290
13.3.1.1 Identify the Main Function 290
13.3.1.2 Identify the Noise Factors 290
1
s
13.3.1.3 Identify the Quality Characteristic to he Observed k
and the Objective Function to be Optimized 291 *
13.3.1.4 Identify the Control Factors and Alternative Levels 291 ?
13.3.1.5 Design the Matrix Experiment and Define the
Data Analysis Procedure 291
13.3.1.6 Conduct the Matrix Experiment 292
13.3.1.7 Analyze the Data to Determine the Optimum Levels
of Control Factors 293
Chapter 14 Six Sigma Problem Solving 295
14.1 Product, Process, and Money 297
14.1.1 Defects per Unit (DPU) 297
14.1.2 Throughput Yield (Fr/)), K, and/? 297
14.1.3 An Example Calculation 299
14.1.4 Escaping Defects 300
14.1.5 Final Comments on Defects and Money 301
14.2 Basics of Problem Solving 301
14.2.1 Basic Problem Solving 301
14.2.2 Comparison of Methodologies 303
14.2.2.1 Six Sigma DMAIC 305
14.2.2.2 Ford 8D TOPS 305
14.2.2.3 Lean Manufacturing 305
14.3 Selecting Tools and Techniques 305
14.4 Managing for Effective Problem Solving 307
14.4.1 Balancing Patience and Urgency 307
14.4.2 Balancing Containment and Correction 310
14.4.3 Balancing Hands On vs. Hands Off 310
14.4.4 Balancing Flexibility and Rigor. 311
14.4.5 Balancing Autonomy and Accountability 312
14.4.6 From Distrust to Win Win 313
14.5 Contributors Roles and Timing 314
14.7.1 Upper Management 314
14.7.2 Champion and Coordinator 315
14.7.3 Middle Management 316
14.7.4 Experts 316
14.7.5 Team Members 316
14.7.6 Operators 316
14.6 Conclusion 317
Chapter 15 Statistical Process Control 319
15.1 Describing Data 319
15.1.1 Histograms 319
15.2 Overview of SPC 320
15.2.1 Control Chart Properties 321 .
t
15.2.2 General Interpretation of Control Charts 323
15.2.3 Denning Control Limits 324
15.2.4 Benefits of Control Charts 324
15.3 Choosing a Control Chart 327
15.3.1 Attribute Control Charts 327
15.3.2 Variables Control Charts 329
15.3.3 Selecting the Subgroup Size 331
15.3.4 Run Tests 334
15.3.5 Short Run Techniques 335
15.4 Process Capability and Performance Indices 336
15.4.1 Interpretation of Capability Indices 338
15.5 Autocorrelation 339
15.5.1 Detecting Autocorrelation 340
15.5.2 Dealing with Autocorrelation 343
References 344
Chapter 16 Supply Chain Management 345
16.1 Introduction 345
16.2 Defining the Manufacturing Supply Chain 346
16.3 Defining Supply Chain Management 348
16.4 Critical Issues in Supply Chain Management 349
16.4.1 Supply Chain Integration 350
16.4.1.1 Information Technology 351
16.4.1.2 Information Access 351
16.4.1.3 Centralized Information 352
16.4.1.4 IT Development and Strategic Planning 353
16.4.2 Strategic Partnering 353
16.4.2.1 Supplier Partnerships 354
16.4.2.2 Logistics Partnerships 354
16.4.3 Logistics Configuration 355
16.4.3.1 Data Gathering 356
16.4.3.2 Estimating Costs 356
16.4.3.3 Logistics Network Modeling 358
16.5 Inventory Management 360
16.5.1 Forecasting Customer Demand 360
16.5.2 Inventory Ordering Policy 362
16.6 Synchronizing Supply to Demand..... 365
References 366
Chapter 17 Supply Chain Management — Applications 369
17.1 Optimum Reorder Case Study 369
17.2 Basic Partnering Case Study 371
17.3 Advanced Partnering Case Study ......1 375
17.4 SCM Improvement Case Study • 378
Chapter 18 The Theory of Constraints 383
18.1 From Functional to Flow 383
18.1.1 The Value Chain 384
18.1.2 The Constraint Approach to Analyzing Performance 385
18.1.3 Two Important Prerequisites 386
18.1.3.1 Define the System and Its Purpose (Goal) 386
18.1.3.2 Determine How to Measure the System s Purpose 387
18.2 Understanding Constraints 388
18.2.1 Physical Constraints 388
18.2.1.1 The Five Focusing Steps 389
18.2.2 Policy Constraints 393
18.2.3 Paradigm Constraints 394
18.2.4 AHi TechTale 395
18.3 Conclusion 397
References 397
Chapter 19 TRIZ 399
19.1 What Is TRIZ? 399
19.2 The Origins of TRIZ 399
19.2.1 Altshuller s First Discovery ;...400
19.2.2 Altshuller s Second Discovery 400
19.2.3 Altshuller s Third Discovery 400
19.2.4 Altshuller s Levels of Inventiveness 401
19.2.4.1 Level 1: Parametric Solution . 401
19.2.4.2 Level 2: Significant Improvement in the
Technology Paradigm 401
19.2.4.3 Level 3: Invention within the Paradigm 401
19.2.4.4 Level 4: Invention outside the Paradigm . 402
19.2.4.5 Level 5: True Discovery 402
19.3 Basic Foundational Principles 402
19.3.1 Ideality 402
19.3.2 Contradictions 404
19.3.2.1 Technical Contradictions 404
19.3.2.2 Physical Contradictions 404
19.3.3 Resources 405
19.4 A Scientific Approach 405
19.4.1 How TRIZ Works 407
19.4.2 Five Requirements for a Solution to be Inventive 409
19.5 Classical and Modern TRIZ Tools 410
19.5.1 Classical TRIZ Knowledge Based Tools 410
19.5.1.1 The Contradiction Matrix 410
19.5.1.2 Physical Contradictions 412
19.5.1.2.1 Formulating and Solving
Physical Contradictions 413 ;
19.5.1.2.2 An Example 413 1
19.5.1.3 The Laws of Systems Evolution 413
19.5.2 Analytical Tools 415
19.5.2.1 Sufield 416
19.5.2.2 Algorithm for Inventive Problem Solving (ARIZ) 418
19.5.2.2.1 The Steps in ARIZ 419
19.5.2.2.2 Problem Analysis 420
19.5.2.2.3 Resource Analysis 422
19.5.2.2.4 Model of Ideal Solution 423
19.6 Caveat 424
19.7 Conclusion 425
References 425
Index 427
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| id | DE-604.BV019594993 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T20:01:04Z |
| institution | BVB |
| isbn | 1574443003 |
| language | English |
| lccn | 2001048504 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-012931624 |
| oclc_num | 611195144 |
| open_access_boolean | |
| owner | DE-634 |
| owner_facet | DE-634 |
| physical | 435 S. graph. Darst. |
| publishDate | 2002 |
| publishDateSearch | 2002 |
| publishDateSort | 2002 |
| publisher | St. Lucie Press |
| record_format | marc |
| series2 | St. Lucie Press/APICS series on resource management |
| spelling | Manufacturing handbook of best practices an innovation, productivity, and quality focus edited by Jack B. ReVelle Boca Raton St. Lucie Press 2002 435 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Lucie Press/APICS series on resource management Innovations - Gestion Produits commerciaux - Gestion Qualité - Contrôle Product management Quality control Technological innovations Management Produktion (DE-588)4047347-8 gnd rswk-swf Produktion (DE-588)4047347-8 s DE-604 Re Velle, Jack B. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012931624&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Manufacturing handbook of best practices an innovation, productivity, and quality focus Innovations - Gestion Produits commerciaux - Gestion Qualité - Contrôle Product management Quality control Technological innovations Management Produktion (DE-588)4047347-8 gnd |
| subject_GND | (DE-588)4047347-8 |
| title | Manufacturing handbook of best practices an innovation, productivity, and quality focus |
| title_auth | Manufacturing handbook of best practices an innovation, productivity, and quality focus |
| title_exact_search | Manufacturing handbook of best practices an innovation, productivity, and quality focus |
| title_full | Manufacturing handbook of best practices an innovation, productivity, and quality focus edited by Jack B. ReVelle |
| title_fullStr | Manufacturing handbook of best practices an innovation, productivity, and quality focus edited by Jack B. ReVelle |
| title_full_unstemmed | Manufacturing handbook of best practices an innovation, productivity, and quality focus edited by Jack B. ReVelle |
| title_short | Manufacturing handbook of best practices |
| title_sort | manufacturing handbook of best practices an innovation productivity and quality focus |
| title_sub | an innovation, productivity, and quality focus |
| topic | Innovations - Gestion Produits commerciaux - Gestion Qualité - Contrôle Product management Quality control Technological innovations Management Produktion (DE-588)4047347-8 gnd |
| topic_facet | Innovations - Gestion Produits commerciaux - Gestion Qualité - Contrôle Product management Quality control Technological innovations Management Produktion |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012931624&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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