World Class Manufacturing
Simon and Schuster, 30 cze 2008 - 256
In his best-selling book Japanese Manufacturing Techniques, Richard J. Schonberger revolutionized American manufacturing theory and, more important, practice. In that breakthrough book, he revealed that Japanese manufacturing excellence was not culturally bound. Offering the first demystified explanation of the simple techniques that fueled Japan's industrial success, he demonstrated how the same methods could be put to work as effectively in U.S. plants.
Now, in World Class Manufacturing, Schonberger returns to tell the success stories of nearly 100 American corporations -- including Hewlett-Packard, Harley-Davidson, General Motors, Honeywell, and Uniroyal -- that have adopted the famed just-in-time production and "total quality control" strategies. Based on his firsthand experience as a major consultant to American industry, he examines how they did it -- and illustrates how the same concrete, specific steps used by these top companies can be implemented in any factory today. What's more, Schonberger shows that his bold concepts and reforms apply equally to all industries, whether the product is computers, pasta, or trucks, and to all divisions -- from manufacturing and engineering to accounting and marketing.
According to Schonberger, world-class manufacturing depends on blended management -- rather than domination by a separate group of managers -- which marshalls resources for continual rapid improvement. To achieve world-class status, companies must change procedures and concepts, which in turn leads to recasting relations among suppliers, purchasers, producers, and customers. Acknowledging the difficulty inherent in such changes, Schonberger stresses that employee involvement and interaction, both on the shop floor and in the decision-making/problem-solving process, is key. Wary of those who view improvement in terms of modernizing equipment, he points out that making maximum use of people and current machinery is a company's first priority; automation, if necessary, should come much later.
World Class Manufacturing also includes Schonberger's 17-point action agenda to guide innovators toward manufacturing excellence, from getting to know the customer to cutting the number of suppliers, reducing error in production, and deciding when and how to automate.
Indispensable for all manufacturing innovators who aim to keep ahead of the competition, this inspiring, groundbreaking volume does much more than just recommend or theorize about the new manufacturing approach. Plainly, realistically, and logically, it explains how it's done.
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Line Operators and Operating Data
Staff as Supporting Actors
Overstated Role of Capital
Economy of Multiples
Simple Models Simple Systems
Managing the Transformation
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approach assembly automation buffer stock buyers capacity causes cell centers Chapter Chukuko clustered companies components conveyor cycle direct labor Edwards Deming employee engineers equipment example factory fast Figure fishbone flexible floor flow distance flow line flow-line Harley-Davidson Hewlett-Packard industry inventory Isuzu Japan JIT projects JIT/TQC Joseph Juran just-in-time kanban keep Lead time cut loss function machine operator maintenance maker ment move Omark Pareto chart percent personal computer planning plant manager plant organization printed circuit boards problem product line purchasing racks reduced rework robots run diagram schedule setup shift space staff station statistical process control strategy supervisors suppliers Taguchi techniques Tektronix tion transfer lines truck unitary machine units variability wave-soldering WCM concepts weeks Western WIP cut world-class manufacturer