Manufacturing renaissance:
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Boston
Harvard Business School Press
1995
|
| Schriftenreihe: | A Harvard business review book
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben |
| Beschreibung: | XXVI, 346 S. Ill., graph. Darst. 25 cm |
| ISBN: | 0875846106 |
Internformat
MARC
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| 245 | 1 | 0 | |a Manufacturing renaissance |c ed. with an introduction by Gary P. Pisano ... |
| 264 | 1 | |a Boston |b Harvard Business School Press |c 1995 | |
| 300 | |a XXVI, 346 S. |b Ill., graph. Darst. |c 25 cm | ||
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| 650 | 4 | |a Usines - États-Unis - Gestion | |
| 650 | 4 | |a Manufacturing industries -- United States -- Management | |
| 650 | 4 | |a Industrial management -- United States | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-014737099 | ||
Datensatz im Suchindex
| _version_ | 1804135261623287808 |
|---|---|
| adam_text | Contents
Introduction xiii
Gary P. Pisano and Robert H. Hayes
Part I New Visions of Manufacturing
1 Competing through Manufacturing 3
Steven C. Wheelwright and Robert H. Hayes
Manufacturers have traditionally relied on
investments in productivity, quality, and product
innovation to remain competitive. But many
organizations lack a framework for using the
manufacturing function to their greatest advantage.
The authors propose a four stage continuum to help
managers identify the roles that manufacturing can
play in formulating and achieving strategic objectives.
2 The Productivity Paradox 25
Wickham Skinner
Many companies efforts to improve productivity by
cutting costs—rather than addressing fundamental
structural problems—have achieved disappointing
results. Manufacturers need to direct their thinking
away from straight cost cutting toward quality
enhancement, strategy, and process technology,
looking to R D, marketing, and general management
for the skills and values required to promote
manufacturing competitiveness.
V
3 The Service Factory 35
Richard B. Chase and David A. Garvin
Low cost, high quality production is no longer
sufficient for sustaining a competitive edge. The
successful manufacturer of tomorrow will compete by
bundling services with products and folding upstream
activities (marketing, design, quality) and downstream
activities (sales, repair, after sales support) into the
company s and employees responsibilities.
4 The Emerging Theory of Manufacturing 47
Peter F. Drucker
Traditional approaches to manufacturing view the
factory as a collection of machines isolated from the
rest of the business process. By contrast, the
manufacturing company of the future will be highly
integrated. Drucker identifies four concepts from
different fields—statistical quality control, new
accounting practices, the flotilla or module
organization, and systems design—that are combining
to transform the manufacturing organization.
5 Making Mass Customization Work 61
B. Joseph Pine II, Bart Victor, and Andrew C. Boynton
Many large companies with the technological
capabilities to combine the best of flexibility and
standardization have faltered in their attempts to
achieve successful mass customization programs. The
authors suggest that successful companies move
beyond mass production and continuous
improvement practices to a collection of loosely
linked, autonomous modules constantly being
reconfigured to meet new customer needs.
Part II Improving Competitiveness through
Investments in Technology and Facilities
1 The Focused Factory 81
Wickham Skinner
Twenty years ago, Skinner identified issues in
manufacturing productivity and competitiveness that
are equally relevant today. In this classic article, he
argues that bigger is not necessarily better.
Manufacturers may do well to focus on core
strengths, splitting unwieldy plants into smaller units
with a commitment to high quality and well defined
objectives.
2 Postindustrial Manufacturing 97
Ramchandran Jaikumar
During the 1980s American manufacturers tried to
narrow the gap with Japan by investing in flexible
automation—but with little success. A detailed
comparison of U.S. and Japanese companies reveals
that the difference in performance is due not to the
equipment itself but to the application of intellectual
assets and the management of process improvements.
3 Manufacturing Offshore Is Bad Business 115
Constantinos C. Markides and Norman Berg
Despite the attraction of locating manufacturing
operations overseas to take advantage of lower wages,
maintaining offshore facilities may actually increase
costs and impede competitiveness by reducing a
company s ability to innovate or maintain control
over new technologies. The authors argue that
improving the use of internal resources and
introducing new products may be a wiser and more
profitable strategy for sustaining competitiveness.
viii Contents
Part in Improving Competitiveness through Systems
and Procedures
1 Why Some Factories Are More Productive Than
Others 133
Robert H. Hayes and Kim B. Clark
Before managers can take steps to boost productivity,
they must have accurate performance measurement
systems. While managers have many tools to improve
productivity at the structural level (such as investing
in new equipment, eliminating waste, and cutting
inventories), greater productivity gains can be
achieved through streamlining operational processes,
introducing change gradually, and promoting learning
throughout the organization.
2 Quality on the Line 151
David A. Garvin
A comprehensive comparison of Japanese and U.S.
room air conditioning plants reveals underlying
determinants of product performance. This study
suggests that sound management practices and careful
attention to activities outside the manufacturing
process are the keys to Japan s quality advantage.
3 Robust Quality 173
Genichi Taguchi and Don Clausing
The authors argue that the robustness of products is
more a function of good design than of on line
control. Critiquing the traditional quality principle of
zero defects, they offer an alternative methodology
for creating product designs that are less likely to
experience defects during manufacture, even when
the production process or component parts are
slightly off target.
Contents ix
4 Made in U.S.A.: A Renaissance in Quality 189
Joseph M. Juran
Juran attributes Japan s preeminence in product
quality to the leadership of senior executives who,
after World War II, capitalized on a long tradition of
quality workmanship by taking charge of quality
management, training their employees in quality
methods, developing new measurement systems, and
relentlessly pursuing quality change. In response to
increased foreign competition, American business
leaders have begun adopting new approaches to
organizational structure and performance
measurement rather than focusing exclusively on
short term bottom line results.
5 Getting Control of Just in Time 203
Uday Karmarkar
The current debate over effective just in time
management tends to pit computer driven push
systems, such as MRP II, against computerless pull
systems, like kanban. Karmarkar shows how
companies can benefit from hybrid systems tailored to
meet the specific requirements of their manufacturing
and market environments.
6 Making Supply Meet Demand in an
Uncertain World 221
Marshall L. Fisher, Janice H. Hammond, Walter R.
Obermeyer, and Ananth Raman
In an environment of unprecedented product variety,
managers are hard pressed to predict demand and
plan production; consequently, inaccurate forecasts
are more likely and more costly than ever before. To
address this problem, the authors outline accurate
response, a new approach to the forecasting,
planning, and production process that enables
companies to reduce the risk of uncertainty by more
effectively using the power of flexible manufacturing
and shorter cycle times.
x Contents
Part IV Creating the New Manufacturing Organization
1 Manufacturing s Crisis: New Technologies,
Obsolete Organizations 243
Robert H. Hayes and Ratnchandran Jaikumar
The traditional organization of companies—
characterized by functional divisions, vertical
command and control structures, incremental capital
improvements, and outdated budgeting procedures—
is impeding investment in fully integrated plants and
adoption of advanced production technologies. The
new manufacturing organization must learn to
manage its intellectual as well as physical assets, with
a focus not on measuring and controlling costs but on
choosing and managing projects that enhance its
capabilities.
2 The Hidden Factory 259
Jeffrey G. Miller and Thomas E. Vollmann
With manufacturing overhead accounting for an
increasing share of costs, traditional accounting
systems that focus on direct labor and materials have
a distorting effect, preventing companies from
managing costs effectively. To control these hidden
costs, managers should improve methods of carrying
out transactions, increase the stability of operations,
and rely on automation and systems integration.
3 Yesterday s Accounting Undermines
Production 275
Robert S. Kaplan
To retain worldwide competitiveness, many
companies have adopted new process technologies,
inventory systems, computer based engineering
capabilities, and approaches to work force
management. But outdated cost accounting and
management control systems often prevent managers
from exploiting the full benefits of these advances.
Contents xi
Appropriate measurement systems must include more
nonfinancial indicators of performance.
4 The Human Costs of Manufacturing Reform 287
Janice A. Klein
Programs designed to improve efficiency, such as
just in time and statistical process control, may
conflict with team based organizational structures and
restrict employee initiative and autonomy—resulting
in lower quality production. In an atmosphere of
aggressive efficiency standards, managers can
encourage collaboration by allowing greater employee
participation in setting work goals and policies.
Part V Strategic Manufacturing: Competing through
Superior Capabilities
1 Strategic Planning—Forward in Reverse? 299
Robert H. Hayes
The approach to strategic planning adopted by many
companies actually undermines the creation of the
manufacturing capabilities with the greatest strategic
value. Today s competitive environment requires
managers to rethink the logic that underlies both
their strategic planning techniques and the
organizational relationships that flow from them.
2 Beyond World Class: The New
Manufacturing Strategy 315
Robert H. Hayes and Gary P. Pisano
Many companies that aspire to world class status,
by adopting improvement programs such as
just in time, lean production, and total quality
management, find that they are not well positioned
for long term leadership. In an environment of rapid
change, the goal of competitive strategy should be
flexibility—the ability to switch gears quickly with
minimal resources. Getting the most out of the
xii Contents
manufacturing function may require a fundamental
reassessment of goals, capabilities, and organizational
design.
About the Contributors 333
Index 339
|
| adam_txt |
Contents
Introduction xiii
Gary P. Pisano and Robert H. Hayes
Part I New Visions of Manufacturing
1 Competing through Manufacturing 3
Steven C. Wheelwright and Robert H. Hayes
Manufacturers have traditionally relied on
investments in productivity, quality, and product
innovation to remain competitive. But many
organizations lack a framework for using the
manufacturing function to their greatest advantage.
The authors propose a four stage continuum to help
managers identify the roles that manufacturing can
play in formulating and achieving strategic objectives.
2 The Productivity Paradox 25
Wickham Skinner
Many companies' efforts to improve productivity by
cutting costs—rather than addressing fundamental
structural problems—have achieved disappointing
results. Manufacturers need to direct their thinking
away from straight cost cutting toward quality
enhancement, strategy, and process technology,
looking to R D, marketing, and general management
for the skills and values required to promote
manufacturing competitiveness.
V
3 The Service Factory 35
Richard B. Chase and David A. Garvin
Low cost, high quality production is no longer
sufficient for sustaining a competitive edge. The
successful manufacturer of tomorrow will compete by
bundling services with products and folding upstream
activities (marketing, design, quality) and downstream
activities (sales, repair, after sales support) into the
company's and employees' responsibilities.
4 The Emerging Theory of Manufacturing 47
Peter F. Drucker
Traditional approaches to manufacturing view the
factory as a collection of machines isolated from the
rest of the business process. By contrast, the
manufacturing company of the future will be highly
integrated. Drucker identifies four concepts from
different fields—statistical quality control, new
accounting practices, the "flotilla" or module
organization, and systems design—that are combining
to transform the manufacturing organization.
5 Making Mass Customization Work 61
B. Joseph Pine II, Bart Victor, and Andrew C. Boynton
Many large companies with the technological
capabilities to combine the best of flexibility and
standardization have faltered in their attempts to
achieve successful mass customization programs. The
authors suggest that successful companies move
beyond mass production and continuous
improvement practices to a collection of loosely
linked, autonomous modules constantly being
reconfigured to meet new customer needs.
Part II Improving Competitiveness through
Investments in Technology and Facilities
1 The Focused Factory 81
Wickham Skinner
Twenty years ago, Skinner identified issues in
manufacturing productivity and competitiveness that
are equally relevant today. In this classic article, he
argues that bigger is not necessarily better.
Manufacturers may do well to focus on core
strengths, splitting unwieldy plants into smaller units
with a commitment to high quality and well defined
objectives.
2 Postindustrial Manufacturing 97
Ramchandran Jaikumar
During the 1980s American manufacturers tried to
narrow the gap with Japan by investing in flexible
automation—but with little success. A detailed
comparison of U.S. and Japanese companies reveals
that the difference in performance is due not to the
equipment itself but to the application of intellectual
assets and the management of process improvements.
3 Manufacturing Offshore Is Bad Business 115
Constantinos C. Markides and Norman Berg
Despite the attraction of locating manufacturing
operations overseas to take advantage of lower wages,
maintaining offshore facilities may actually increase
costs and impede competitiveness by reducing a
company's ability to innovate or maintain control
over new technologies. The authors argue that
improving the use of internal resources and
introducing new products may be a wiser and more
profitable strategy for sustaining competitiveness.
viii Contents
Part in Improving Competitiveness through Systems
and Procedures
1 Why Some Factories Are More Productive Than
Others 133
Robert H. Hayes and Kim B. Clark
Before managers can take steps to boost productivity,
they must have accurate performance measurement
systems. While managers have many tools to improve
productivity at the structural level (such as investing
in new equipment, eliminating waste, and cutting
inventories), greater productivity gains can be
achieved through streamlining operational processes,
introducing change gradually, and promoting learning
throughout the organization.
2 Quality on the Line 151
David A. Garvin
A comprehensive comparison of Japanese and U.S.
room air conditioning plants reveals underlying
determinants of product performance. This study
suggests that sound management practices and careful
attention to activities outside the manufacturing
process are the keys to Japan's quality advantage.
3 Robust Quality 173
Genichi Taguchi and Don Clausing
The authors argue that the "robustness" of products is
more a function of good design than of on line
control. Critiquing the traditional quality principle of
"zero defects," they offer an alternative methodology
for creating product designs that are less likely to
experience defects during manufacture, even when
the production process or component parts are
slightly off target.
Contents ix
4 Made in U.S.A.: A Renaissance in Quality 189
Joseph M. Juran
Juran attributes Japan's preeminence in product
quality to the leadership of senior executives who,
after World War II, capitalized on a long tradition of
quality workmanship by taking charge of quality
management, training their employees in quality
methods, developing new measurement systems, and
relentlessly pursuing quality change. In response to
increased foreign competition, American business
leaders have begun adopting new approaches to
organizational structure and performance
measurement rather than focusing exclusively on
short term bottom line results.
5 Getting Control of Just in Time 203
Uday Karmarkar
The current debate over effective just in time
management tends to pit computer driven "push"
systems, such as MRP II, against computerless "pull"
systems, like kanban. Karmarkar shows how
companies can benefit from hybrid systems tailored to
meet the specific requirements of their manufacturing
and market environments.
6 Making Supply Meet Demand in an
Uncertain World 221
Marshall L. Fisher, Janice H. Hammond, Walter R.
Obermeyer, and Ananth Raman
In an environment of unprecedented product variety,
managers are hard pressed to predict demand and
plan production; consequently, inaccurate forecasts
are more likely and more costly than ever before. To
address this problem, the authors outline accurate
response, a new approach to the forecasting,
planning, and production process that enables
companies to reduce the risk of uncertainty by more
effectively using the power of flexible manufacturing
and shorter cycle times.
x Contents
Part IV Creating the New Manufacturing Organization
1 Manufacturing's Crisis: New Technologies,
Obsolete Organizations 243
Robert H. Hayes and Ratnchandran Jaikumar
The traditional organization of companies—
characterized by functional divisions, vertical
command and control structures, incremental capital
improvements, and outdated budgeting procedures—
is impeding investment in fully integrated plants and
adoption of advanced production technologies. The
new manufacturing organization must learn to
manage its intellectual as well as physical assets, with
a focus not on measuring and controlling costs but on
choosing and managing projects that enhance its
capabilities.
2 The Hidden Factory 259
Jeffrey G. Miller and Thomas E. Vollmann
With manufacturing overhead accounting for an
increasing share of costs, traditional accounting
systems that focus on direct labor and materials have
a distorting effect, preventing companies from
managing costs effectively. To control these "hidden"
costs, managers should improve methods of carrying
out transactions, increase the stability of operations,
and rely on automation and systems integration.
3 Yesterday's Accounting Undermines
Production 275
Robert S. Kaplan
To retain worldwide competitiveness, many
companies have adopted new process technologies,
inventory systems, computer based engineering
capabilities, and approaches to work force
management. But outdated cost accounting and
management control systems often prevent managers
from exploiting the full benefits of these advances.
Contents xi
Appropriate measurement systems must include more
nonfinancial indicators of performance.
4 The Human Costs of Manufacturing Reform 287
Janice A. Klein
Programs designed to improve efficiency, such as
just in time and statistical process control, may
conflict with team based organizational structures and
restrict employee initiative and autonomy—resulting
in lower quality production. In an atmosphere of
aggressive efficiency standards, managers can
encourage collaboration by allowing greater employee
participation in setting work goals and policies.
Part V Strategic Manufacturing: Competing through
Superior Capabilities
1 Strategic Planning—Forward in Reverse? 299
Robert H. Hayes
The approach to strategic planning adopted by many
companies actually undermines the creation of the
manufacturing capabilities with the greatest strategic
value. Today's competitive environment requires
managers to rethink the logic that underlies both
their strategic planning techniques and the
organizational relationships that flow from them.
2 Beyond World Class: The New
Manufacturing Strategy 315
Robert H. Hayes and Gary P. Pisano
Many companies that aspire to "world class" status,
by adopting improvement programs such as
just in time, lean production, and total quality
management, find that they are not well positioned
for long term leadership. In an environment of rapid
change, the goal of competitive strategy should be
flexibility—the ability to switch gears quickly with
minimal resources. Getting the most out of the
xii Contents
manufacturing function may require a fundamental
reassessment of goals, capabilities, and organizational
design.
About the Contributors 333
Index 339 |
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| index_date | 2024-07-02T14:22:27Z |
| indexdate | 2024-07-09T20:37:42Z |
| institution | BVB |
| isbn | 0875846106 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-014737099 |
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| spelling | Manufacturing renaissance ed. with an introduction by Gary P. Pisano ... Boston Harvard Business School Press 1995 XXVI, 346 S. Ill., graph. Darst. 25 cm txt rdacontent n rdamedia nc rdacarrier A Harvard business review book Literaturangaben Gestion d'entreprise - États-Unis Gestion d'entreprise - États-Unis ram Productiemanagement gtt Usines - États-Unis - Gestion Manufacturing industries -- United States -- Management Industrial management -- United States États-Unis - Industrie ram USA Pisano, Gary P. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014737099&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Manufacturing renaissance Gestion d'entreprise - États-Unis Gestion d'entreprise - États-Unis ram Productiemanagement gtt Usines - États-Unis - Gestion Manufacturing industries -- United States -- Management Industrial management -- United States |
| title | Manufacturing renaissance |
| title_auth | Manufacturing renaissance |
| title_exact_search | Manufacturing renaissance |
| title_exact_search_txtP | Manufacturing renaissance |
| title_full | Manufacturing renaissance ed. with an introduction by Gary P. Pisano ... |
| title_fullStr | Manufacturing renaissance ed. with an introduction by Gary P. Pisano ... |
| title_full_unstemmed | Manufacturing renaissance ed. with an introduction by Gary P. Pisano ... |
| title_short | Manufacturing renaissance |
| title_sort | manufacturing renaissance |
| topic | Gestion d'entreprise - États-Unis Gestion d'entreprise - États-Unis ram Productiemanagement gtt Usines - États-Unis - Gestion Manufacturing industries -- United States -- Management Industrial management -- United States |
| topic_facet | Gestion d'entreprise - États-Unis Productiemanagement Usines - États-Unis - Gestion Manufacturing industries -- United States -- Management Industrial management -- United States États-Unis - Industrie USA |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014737099&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT pisanogaryp manufacturingrenaissance |