Manufacturing Systems Foundations of World-Class Practice (1992) / Chapter Skim
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The Integrated Enterprise
The Integrated Enterprise
Pages 158-165
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From page 158... ...
The successful manufacturer will need to view itself from a new perspective. It will need to view itself in the broader context of a manufacturing enterprise and to understand that the factors that contribute to its manufacturing effort go far beyond the traditional production cycle.
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From page 159... ...
The "task" of reducing cycle times must be viewed in a broader context to identify all the variables that effect cycle time. Therefore, the definition of cycle time must extend beyond the traditional structures in order to encompass all the variables.
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From page 160... ...
Functions unfortunately connote an organizational structure. But if these skills could be viewed instead as disciplines, as resources to accomplish tasks, companies could then free themselves from the traditional barriers that surround organizational structures.
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From page 161... ...
Product specifications, volumes, and scheduling within the context of broader product strategies that include inventory strategies, quality control, customer lead times, and distribution plans are examples of the information that should be freely shared. When suppliers can make proper decisions that contribute to reducing cycle times, they become part of the team that successfully completes the task.
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From page 162... ...
People share information to accomplish tasks. The organizational structure and the behavior that results from that structure become the key element in the effectiveness of the total enterprise.
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From page 163... ...
Leadership also requires that noncompany resources such as suppliers and customers are properly integrated as part of the solution. These traditional external resources are more easily integrated because of their place in the traditional value chain.
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From page 164... ...
For example, customers have always wanted high quality and low cost. But the historic conventional wisdom resolved the "dilemma" with an "acceptable quality level." One simply determined a desired quality level and invested the appropriate cost.
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From page 165... ...
It will value and demand change that will yield continuous improvement, setting ever-higher standards of performance. It will be recognized as defining the standards of excellence to which others aspire.
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