Index
A
Accreditation Board for Engineering and Technology (ABET), 156–157
Accreditation process, 156–157
Adaptive control, 200
Administrative theory, classical, 117–119
Artificial intelligence
use of simulation models and, 207
used for schedule management, 211
B
Badore, Nancy L., 27, 36, 37, 85
Bateson, G., 62
Benchmarking.
See also Metrics
competitive, 200
importance of, 63
metrics useful for, 100
process performance and, 229
Blakey, Art, 239
Boeing, 235–236
Breakthrough planning, 200
Bridges, Bill, 192
C
Camp, R. C., 100
Capacity management. See Total capacity management (TCM)
Capacity requirements analysis, 209–210.
See also Total capacity management (TCM)
Capital expenditures, 147
Change
promotion and management of, 233–237
risk as consequence of, 190
Change control system, 194
Chew, W. B., 48
Clark, K. 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
Competitive environment, worldwide, 10–11, 78–79, 85
Compton, W. Dale, 46, 50, 53, 55, 107
Computer-integrated manufacturing (CIM), 204
Computer modeling, 75
Concurrent engineering, 18.
See also Simultaneous engineering
Conniff, Ray, 242
Continuous improvement, 200
Cook, Harry E., 33, 45, 48, 72–73, 116
Costs
communication problems regarding, 176
learning curve related to, 109–110
Critical variables, 57–58
Cross-functional teams, 172
Customer awards, 143
Customer complaints, 143–144
Customer satisfaction
checks on, 146
elements of, 128
for inside customers, 133
leadership in issues dealing with, 164
meaning of, 130–131
objectives involved in, 131–132
Customers
defining organization's, 128–130
as members of manufacturing system, 79
served by manufacturingor ganizations, 4–5, 30–31
understanding of, 63
Cycle time
in integrated enterprise, 159
reduction in, 146
variance of, 47
D
Data, strategic analysis, 225–226
Decision-expenditure curves, 53–54
Design
communication barriers between production and product, 173–174
simulation and assessment of, 208–209
Design process, 150–153
Double-loop learning, 63
Dunlap, Michelle D., 107
E
Economic lot size model, 185
Economic warfare, 12
Edmondson, Harold E., 31, 51, 63, 128
Education.
See also Engineering education
establishment of quantitative performance objectives and goals for , 154–157
experienced-based, 178
implications of manufacturing foundations for, 26
insufficiencies 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
employee involvement vs., 86–87
in integrated enterprise, 161
Employee involvement
critical nature of, 87
employee empowerment vs., 86–87
environment encouraging, 79–80
explanation of, 86
objectives of, 35–36
at plant level, 88
risk and, 190
Employee motivation
management climate and, 141
through communication, 236–237
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.
See also Employee empowerment
of students, 155
by world-class manufacturers, 35–37, 80
Engineering
coordination between manufacturing and, 144
and design process, 150–153
responsibility involved in, 133
Engineering education
steps to reduce Taylorism in, 154–157
Taylorism as obstacle to, 150–153
Engineering limits, 57
Engineers Council for Professional
Development, 156
Entrepreneurial surveillance, 200
Experience curve. See Learning curve
F
Factories
design of future, 59
ongoing modernization of, 196
Feedback loops
influences on, 54
learning and, 63–64
15/85 rule, 54, 58, 67, 94, 96, 98
Financial metrics
explanation of, 48–50
used for benchmarking, 101
Fisher, Philip A., 29–30, 37, 68, 137
Ford Executive Development Center, 92
Ford Motor Company, 88–92
Forecasts
development of, 226–229
summarizing, 230–231
Foreign competition, 10–11
Foster, R., 71
Functional filtering, 134
G
Garvin, D. A., 108
General Electric Medical Systems, 47
Goals
to adopt foundations of world-class manufacturing systems, 82
for education, 154–157
metrics to define, 51
short- and long-term, 29
of world-class manufacturers, 4, 28–30
Goodman, Benny, 243
H
Hall, Jim, 239
Hanson, William C., 28–30, 33, 37, 40, 74, 158
Hayes, R. 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, 162–164
principles of, 161–162
Involvement. See Employee involvement
J
Japanese manufacturing, 32, 134
change in, 233
product introduction in, 169
quality control in, 144
relationship with supplier and purchaser in, 37
vendor dealings of, 145
Jazz, as metaphor for high-performance teams, 238–244
Johnson, H. T., 49
Just-in-time inventory, 45
Just-in-time manufacturing, 228
K
Kaizen,
Kaplan, R. S., 49
Kelvin, Lord, 43
Knowledge
corporate memory and, 200
experience-based vs. theory-based, 25
power and, 234–236
Krupka, Dan C., 19, 53, 57–58, 76–77
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, 163–164
knowledge and qualities of successful, 78–79
organization size and, 40
people, 161
product quality and, 41
technology, 161
Lean production, metrics used for, 45
Learning
foundations related to, 62–68
performance improvement as result of, 7
Learning curve
conclusions regarding, 114–115
observations regarding, 111–113, 182–183, 186
related to costs, 109–110
related to quality, 110–111
Learning organization, strategic control in, 199–203
Limits
engineering, 57
recognition of technological, 71
theoretical, 57
Linear programming, duality in, 185
Little, John D. C., 52–53, 55, 180, 222
Long-term goals, 29
Loucks, Vernon R., Jr., 78
M
Magnetic resonance imaging (MRI) systems, 47
Malcolm Baldrige National Quality Award, 39
Management
future vision in, 203
hierarchical and autocratic trends in, 175
impact of short-range investors on, 138–139
implementation of changes in senior, 91–92
in integrated enterprise, 162–164
Japanese leadership in, 32
need for future vision in, 197–198
and process of change, 234–235
responsibility of, 6
strategic planning and, 58
traditional vs. change-driven, 197, 198
understanding tasks of, 38, 40, 42
Management accounting systems, 49
Manne, Shelley, 239
Manufacturers.
See also World-class manufacturers
characteristics of post-WorldWar II, 85–86
goals and objectives of, 4
measures for rating, 117–118
Manufacturing
conflicting interests in, 27–28
cooperation between research and, 140–141
coordination between engineering and, 144
future of competitive, 25, 160, 164–165
key terms used in, 176
life cycle and business cycle in, 189
management in future, 65
product definition and, 133
science of, 16
Taylorism as obstacle to, 150–153.
See also Taylorism
Manufacturing executives
education for, 178–179
questions asked by security analysts of, 142–148
Manufacturing foundations.
See also World-class manufacturers
explanation and importance of, 20–23
Manufacturing laws
empirical models vs., 182–185
outlook for, 185–186
tautologies vs., 180–182
Manufacturing opportunity, 230–231
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.
See also Integrated enterprise
determining optimal strategy for, 43–44
development of theories in, 75
enhancement of scientific method for understanding, 75–77
explanation of, 15–20
identification of laws of, 52
identification of variables of, 57–58
interdependencies of, 7, 15, 17, 79, 149
study of, 14–15
transformation of U.S., 9–10
Manufacturing unit, 218–220
Marketing responsibilities, 132–133
Marsalis, Wynton, 238–239
Marsing, David B., 36, 40, 46, 72, 189
Mathematical models, simulation used in, 75–76
Mathematical tautologies, 180
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,
financial, 48–50
interactions between, 106
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
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
N
Nadler, G., 59
National Center for Manufacturing Sciences (NCMS), 11
National Critical Technologies Panel, 69
Nonfinancial metrics, 49–50
O
Objectives
importance of short-term, 30
of world-class manufacturers, 4, 28–30
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 process in, 192–193
P
Participative management
of education enterprise, 156
high-performance teams in, 238–244
implementation of, 90–91
People leadership, 161.
See also Leadership
Performance
aggregated measures of, 104
metric of time, 171–172
Performance evaluation
explanation of, 44
process of, 6
Pestillo, Peter, 89
Power, knowledge and, 234–236
Price, R. 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
Product performance metrics, 101–102
Product plan
checks regarding, 1136
customer satisfaction and, 132–135
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
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
Quality
assessment of trends in, 108
definitions of, 108
importance of, 107–108
learning curve related to, 110–111
measures of, 108–109
Quality circles, 88
Quality control personnel, 144–145
Quality function deployment (QFD) approach, 127, 132
Quality index (QI), 111–114
Queueing models, 169–172
Queueing systems, 180–181
Queueing theory, 52
R
Research and development
cooperation between manufacturing and, 140–141
dominant role in U.S. of, 134
Research community, study of manufacturing foundations by, 26
Response flow checklists (RFCs), 193–194
Rewards, 41
Risk
ability to handle, 195
avoidance of, 189
as consequence of change, 190
control methodology and, 194
and effective use of people, 190–191
and planning for change, 191–193
statistics, problem solving and, 193–194
Robinson, G. H., 59
S
S–curve phenomena, 228
Satisfaction, 130–131
Scheduling
execution and dispatching in, 211
management of, 210–211
use of simulation for, 206, 210, 211
Schneiderman, A. M., 111
Scientific management principles, 22
Scientific method, 75–77
Securities and Exchange Commission, 101, 139
SEMATECH, 11
Short-range investors, 138–139
Short-term goals, 29
Simulation
large-scale, 186
of manufacturing systems, 60, 205
in mathematical models, 75–76
as mechanism for explaining and distributing complex rules and policies , 59
for scheduling purposes, 206, 210, 211
Simulation languages
availability of, 75
to build and analyze manufacturing models, 205
Simulation modeling, 60
Simultaneous engineering, 18
requirements of, 72
as team concept, 127
Size. See Organization size
Small manufacturers, 81–82
Solberg, James J., 25, 55, 75, 215
Stacy, Jess, 243
Statistical process control (SPC)
charts used for, 193–194
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
management and, 58
Student empowerment, 155
Student work practices, 155–156
Subsystem interfaces, 72–74
Subsystem unit functioning, 122–124
Suppliers
barriers between purchasers and, 5–6
relationship with, 37–38
System dynamics, 186–187
System operational metrics, 103–104
System research, 74–75
System/subsystem structure
difference between function and, 124–125
functioning of, 122–124
T
Taguchi's paradigm
application of, 120–124
explanation of, 119–120
Tautologies, 180–182
Taylor, Frederick Winslow, 22, 117, 150–151
Taylorism
appropriateness of application of, 153–154
and education, 154–157
elements of, 150–153
explanation of, 150
Teams
creativity in, 240
large high-performance, 241–244
product development and cross-functional, 172
responsibility needed by, 191
small high-performance, 239–244
trust as element of, 159–160
use of statistics and problem-solving methods by, 193
Technical work force capabilities, 50–51
Technology
acceptance of changes in, 25
assessing developments in, 105
foundations related to, 68, 70–77
Japanese, 32
as key to competitive advantage, 68, 81
leadership in, 161
national critical, 69
recognition of limits to, 71
Theoretical limits, 57
Time
as critical metric, 76–77, 166–168
as detector of inefficiencies, 171–172
as diagnostic tool and driver ofquality and cost, 168–169
and queueing models, 169–172
Total capacity management (TCM)
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
Transportation technology, 10
Turnbull, G. Keith, 49, 55, 57, 62, 64, 70, 224
U
Union membership, 145
Unit operation metrics, 102–103
United States
ability to take emotional risks and a competitive advantage for, 195
goals to adopt foundations of
world-class manufacturing systems, 82
manufacturing gap in, 73
V
Validity-check model, 55
Vendors
barriers between purchasers and, 5–6
number of and relationships with, 145–146
relationship with, 37–38
Visioning
ability of managers to apply, 197
explanation of, 200
Visualization graphics methods, 75
W
Wall Street investors
importance of manufacturing division to, 139–141
types of, 137–139
Welliver, Albertus D., 36, 38, 63, 64–65, 233
Wheelwright, S. C., 202
Wilson, Richard C., 36, 40, 80, 238
Work force capabilities, 50–51
Work teams. 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