Analysis of Manufacturing Enterprises de N. Viswanadham

Analysis of Manufacturing Enterprises: An Approach to Leveraging Value Delivery Processes for Competitive Advantage: The International Series on Discrete Event Dynamic Systems, cartea 12

N. Viswanadham

Analysis of Manufacturing Enterprises presents a unified and systematic treatment of manufacturing enterprises. These enterprises are networks of companies working in partnership. Such networks are a common occurrence in auto, grocery, apparel, computer and other industries; and competition is among enterprises rather than between individual companies. Thus, for these enterprises (global or local) to succeed, there is a need for systematically designing the enterprise-wide value delivery processes such as the order-to-delivery process, supply chain process, and new product development process. This calls for developing systematic analysis methodologies for evaluating the performance of value delivering processes. Analysis of Manufacturing Enterprises fills this vital need.
The first part of the book focuses on foundations of manufacturing enterprises: the generic value delivery process, their performance measures and redesign to meet specifications on lead time and defect levels. The second part provides a clear and comprehensive discussion on new product development, order to delivery, and supply chain processes, which are core processes of a manufacturing enterprise.
Analysis of Manufacturing Enterprises is an excellent resource for researchers and professionals in the field of manufacturing engineering.

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Specificații

ISBN-13: 9781461371014
ISBN-10: 1461371015
Pagini: 316
Ilustrații: XX, 292 p.
Dimensiuni: 155 x 235 x 17 mm
Greutate: 0.45 kg
Ediția:Softcover reprint of the original 1st ed. 2000
Editura: Springer Us
Colecția Springer
Seria The International Series on Discrete Event Dynamic Systems

Locul publicării:New York, NY, United States

Cuprins

1. Introduction.- 1. The Manufacturing Enterprise.- 2. Motivation and Approach.- 3. Conclusions.- 4. Bibliographic Notes.- 2. Architecture of A Manufacturing Enterprise.- 1. History of Manufacturing.- 2. The Manufacturing Enterprise.- 3. Business Processes.- 4. Types of Processes.- 5. Some Important Business Processes.- 6. Characteristics of a Well-Managed Process.- 7. Competitive Strategy and Business Processes.- 8. Core Competencies and Core Capabilities.- 9. Conclusions.- 10. Bibliographic Notes.- 3. Organization Structure.- 1. Introduction.- 2. Types of Organization Structures.- 3. Choosing the Right Structure.- 4. Conclusions.- 5. Bibliographic Notes.- 4. Process Performance Measures.- 1. Introduction.- 2. Lead Time.- 3. Quality.- 4. Capacity.- 5. Process Reliability.- 6. Cost.- 7. Asset Utilization.- 8. Flexibility.- 9. Conclusions.- 10. Bibliographic Notes.- 5. Process Measurement and Redesign.- 1. Introduction.- 2. Strategy, Processes, and Measures.- 3. Measures and Measurements.- 4. Balanced Scorecard.- 5. Process Benchmarking.- 6. Process Rating and Improvement.- 7. Process Redesign.- 8. Conclusions.- 9. Bibliographic Notes.- 6. The Product Development Process.- 1. Introduction.- 2. Product Development Strategies.- 3. The New Product Creation Process.- 4. Design of the Stage-Gate System.- 5. Organization Structure.- 6. Performance Measures.- 7. Benchmarking in the NPDP.- 8. Conclusions.- 9. Bibliographic Notes.- 7. Order-to-Delivery Process.- 1. Introduction.- 2. Description of an ODP.- 3. Logistics.- 4. Information Sharing in an ODP and Best Practices.- 5. Performance Measures of an ODP.- 6. Conclusions.- 7. Bibliographic Notes.- 8. Supply Chain Process Management.- 1. Introduction.- 2. Supply Chain Fundamentals.- 3. Decision Making in the Supply Chain World.- 4. Configuration of the Supply Chain Process.- 5. Effective Supply Chain Management.- 6. Performance Measures.- 7. Performance Measurement and Benchmarking.- 8. Organization Structure.- 9. Conclusions.- 10. Bibliographic Notes.- 9. Epilogue.- 1. Modeling Manufacturing Enterprises.- 2. Work Load Modeling.- 3. Case Studies.- 4. Conclusions.- 10.Exercises.- References.