Manufacturing Systems Foundations of World-Class Practice (1992) / Chapter Skim
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Communication Barriers to Effective Manufacturing
Communication Barriers to Effective Manufacturing
Pages 173-179
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From page 173... ...
There is also evidence of cultural and environmental barriers to timely, effective decision making by these organizations. These barriers prevent companies from responding rapidly and effectively to changes in market requirements and customer preferences.
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From page 174... ...
Such late entry into the design and development process makes it impossible to capture critical input from service engineers based on their years of experience with past products and a great deal of knowledge about customer concerns, priorities, and use patterns. This failure results in products that are inconvenient and time consuming to service and expensive to repair.
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From page 175... ...
engineering Maintenance and plant engineering Sourcing and procurement (purchasing) Shop floor management · Production work force · Product service (aftermarket support)
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From page 176... ...
Although aggregated costs are similar whether the product is a shovel or an airplane, the way costs are defined and measured and distributed among the various functions of each manufacturing organization varies greatly. Because specific costs are seldom properly associated with the activities that gave rise to those costs, functional groups frequently establish goals and objectives that are at cross purposes with the primary objective of the whole manufacturing organization, namely, to produce at the lowest possible cost a product that meets all the market requirements If the cycle of design, development, production, marketing, and product support is to be shortened and manufacturing made more efficient, all the various activities that make up manufacturing will have to be reintegrated.
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From page 177... ...
A manufacturing organization must react continually to changes in product requirements, product mix, product design, process design, material specifications, competitive pressures, and on and on with only brief periods of relative stability. Because of inadequate overall data and information management systems, functional groups have developed local systems in an attempt to maintain control over their own limited areas of responsibility.
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From page 178... ...
There is a real need for a model or models to aid in determining the possible effects of various decision choices on the manufacturing whole. Development of a more accurate, better disciplined process than depending, as we do now, on the experience of a few key people and what they remember from past product programs would help greatly to improve communication and understanding among the various functional groups.
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From page 179... ...
If there really is a generic data and information structure on which the manufacturing process depends, it may be possible to guide and manage the changes in individual and functional contributions and to establish common goals and understanding by using data and information management as an tool for integration. In a sense, data and information may be likened to electric power.
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