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Manufacturing Systems Foundations of World-Class Practice (1992) / Chapter Skim
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Index
Pages 263-273

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From page 263...
... See Total capacity management (TCM) Capacity requirements analysis, 209-210.
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From page 264...
... B., 202 Commercialization projects, 94 Communication and change process, 235 effect of functional groups on, 175 employee motivation through, 236-237 as key element of success, 79 transformation in manufacturing due to technological advances in, 10 Communication barriers, 160 due to different manufacturing languages, 175-176 Information management systems and, 176-178 between material sourcing and procurement, 174 between product design and production, 173-174 regarding product support, 174 Communications network to facilitate distribution of knowledge and information, 74 as principle of integrated enterprise, 161-162 Competition goals of manufacturers regarding, 28 and time-pressure, 67 understanding capability of, 29 Competitive advantage, 68, 81, 147-148 Competitive benchmarking, 200 Competitive capability, long-term, 104-105 INDEX Competitive environment, worldwide, 10-11, 78-79, 85 Compton, W Dale, 46, 50, 53, 55, 107 Computer-integrated manufacturing (CIM)
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From page 265...
... . nsu~flclenc~es in business and engineering, 149-150 need for reassessment of, 80-81 Eisenberg, E., 240 Ellington, Duke, 242 Empirical models explanation of, 52-54 laws vs., 182-185 Employee capability, 29 Employee empowerment critical need for, 87, 188 employee involvement vs., 86-87 265 importance of, 34, 37 in integrated enterprise, 161 Employee involvement critical nature of, 87 employee empowerment vs., 8687 environment encouraging, 79-80 explanation of, 86 importance of, 36-37, 147 objectives of, 35-36 at plant level, 88 risk and, 190 Employee motivation management climate and, 141 through communication, 236237 Employees assessment of, 105 as asset of organization, 5, 35 as customers, 30-31 participation in strategic analysis by, 231-232 understanding of manufacturing foundations by, 24 Empowerment.
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From page 266...
... H., 202 Heim, Joseph A., 107 Herman, Woody, 243 Hewlett-Packard, 46-48 Historical time series graphs, 227 Holland, Dave, 239 House, C H., 48 I Imai, Masaaki, 233-234 Improvement determining limits for, 55, 57 organizational ability for, 61 Incentives, 41 Industrial operations engineering, 172 Information-based organizations, 65 Information management systems, communication barriers and, 176-179 Integrated enterprise framework for, 159-161 future of, 164-165 leadership in, 163-164 manufacturing as, 158-159 measures in order to attain, 33 organizational strategy and, 162164 principles of, 161-162 Intel, 193, 194 Involvement.
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From page 267...
... theorybased, 25 power and, 234-236 Krupka, Dan C., 19, 53, 57-58, 7677 L Labor strikes, 145 Lardner, James F., 32-33, 58, 60, 74, 173 Laws. See also Manufacturing laws empirical models vs., 182-185 explanation of, 51-52 physical, 181-182 tautologies vs., 180-182 Leadership in integrated enterprise, 163164 knowledge and qualities of successful, 78-79 organization size and, 40 people, 161 product quality and, 41 technology, 161 267 conclusions regarding, 114-115 observations regarding, 111-113, 182-183, 186 related to costs, 109- 110 related to quality, 110-111 Learning curve models, 50, 53 Learning organization, strategic control in, 199-203 Learning process, 62-64, 66 Limits engineering, 57 recognition of technological, 71 theoretical, 57 Linear programming, duality in, 185 Little, John D
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From page 268...
... See also World-class manufacturers audience, 24, 26 INDEX benefits of, 23-24, 26 explanation and importance of, 20-23 Manufacturing laws empirical models vs., 182-185 outlook for, 185-186 tautologies vs., 180-182 Manufacturing opportunity, 230231 Manufacturing process technologies, 56 Manufacturing processes complexity of, 215 diagrams of, 168-169 performance forcasting, 227-231 use of models to understand, 208 Manufacturing resource planning (MRP II) , 206, 212 Manufacturing systems.
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From page 269...
... INDEX Matsushita, Konosuke, 187-188 Metrics choice of fundamental, 119 to define goals and performance expectations, 51 to define speed of learning, 64 direct, 45-46 to evaluate product plan, 135 evaluation of competitors, 29 explanation of, 44~5 financial, 48-50 interactions between, 106 Objectives as operational guidelines, 50-51 for professional education, 154 155 proxy, 45 sources for, 44 taxonomy for, 45-46 use of appropriate, 46-48 Mitchell, Grover, 242 Mize, Joe H., 34-35, 58, 63-64, 196 Model calibration, 200 Modeling facilitation of, 205 growth in use of, 75 of manufacturing systems, 205 Models as basis for decisions and performance prediction, 58-60 conditional relations in manufacturing system, 75-76 dangers in use of, 216-217 empirical, 52-54, 182-185 explanation of, 52, 204-205 power of simple, 217-223 and understanding of critical variables, 57-58 used for exploration of strategic alternatives, 58 used to formalize organizational knowledge, 66-68 user understanding of, 54-55 Motivation, employee, 141, 236-237 269 N Nadler, G., 59 National Center for Manufacturing Sciences (NCMS) , 11 National Critical Technologies Panel, 69 Nonfinancial metrics, 49-50 o importance of short-term, 30 of world-class manufacturers, 4, 28-30 Organization charts, 162, 163 Organization size and access to technology, 81-82 advantages of small, 87 leadership and, 40 Organizational behavior, 160 Organizational culture, 116 Organizational development model, 89 Organizational knowledge, 66-68 Organizational structure criteria relevant to, 117-118 as organizational barrier, 160 Organizations dissatisfaction with functional, 116, 117 employees as asset of, 5 impact of, 31-35 information-based, 65 renewal of, 62 transition proces s in, 192- 193 p Participative management of education enterprise, 156 high-performance teams in, 238244
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From page 270...
... L., 48 Pritsker, A Alan B., 59, 66-67, 204 Problem-solving methods, 193 Process control systems, 193 Process improvement programs, 221 Process introduction empirical observations for, 94-99 requirements for, 93 Process performance, forecasting, 227-229 Product definition, 132-133 Product introduction empirical observations for, 94-99 requirements for, 93 time as element in, 169, 172 Product performance metrics, 101102 Product plan checks regarding, 1136 customer satisfaction and, 132135 implementation of, 136 Product quality, 41 Product unit, 218 Production learning curves and, 111 quality index and cumulative volume of, 114 use of simulation for control over, 206 INDEX Production process transfer of responsibility to operators of equipment for, 193-194 use of statistical metrics in, 46 Profitability · nonfinancial indicators and longterm, 49 as proxy metric, 45 Prospect theory, 184-185 Proxy metrics, 45 Q assessment of trends in, 108 definitions of, 108 importance of, 107-108 learning curve related to, 110111 measures of, 108-109 Quality circles, 88 Quality control personnel, 144-145 Quality function deployment (QFD)
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From page 271...
... charts used for, 193-194 explanation of, 108, 109 Statistical quality control explanation of, 143 success of, 142 Statistics need for working knowledge of, 193 status presentation and, 211 Stock market investors importance of manufacturing division to, 139-141 types of, 137-139 Strategic analysis, 224 at Alcoa, 225 data in, 225-226 and development of forecasts, 226-229 participation and, 231-232 summarizing forecasts and interpreting opportunities in, 230-231 Strategic control, 199-202 Strategic planning to create planned crisis, 191-192 early process of, 199, 200 management and, 58 Student empowerment, 155
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From page 272...
... architecture of, 212-213 as concept, 214 explanation of, 204 functions in, 208-211 overview of, 206-208 schedule execution and dispatching and, 211 Total quality control (TQC) , 235 Transport unit, 219, 220 Transportation technology, 10 Turnbull, G
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From page 273...
... See Teams World-class manufacturers common model as basis for achievement of, 208 elimination of barriers within organizations by, 35 employee involvement and empowerment by, 35-37, 80 goals and objectives of, 4, 28-30 leadership provided by, 164 meaning of, 28-29 and method of acquiring knowledge, 67-68 models as tools used by, 60 and relationship with customers 4, 28-33 relationship with suppliers and vendors, 37-38 role of management for, 42 use of metrics to help define goals and performance expectations, 51 view and use of technology by, 77
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Key Terms

  • learning curve
  • employee involvement
  • manufacturing foundations
  • capacity management
  • employee empowerment

  • communication barriers
  • competitive advantage
  • total capacity
  • strategic analysis
  • organization size

  • curve related
  • performance expectations
  • product introduction
  • product definition
  • product plan

  • adopt foundations
  • simultaneous engineering
  • empirical models
  • product quality
  • process control

  • quality index
  • manufacturing laws
  • define goals
  • scientific method
  • information management

  • critical variables
  • process performance
  • employee motivation
  • strategic control
  • customer satisfaction


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