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World Class Manufacturing: Building Power, Strength, and Value

Autor Richard J. Schonberger
en Limba Engleză Paperback – 3 mai 2013
Since the invention of double-entry bookkeeping, managers have judged a company's worth by sales and profits. Now, Richard J. Schonberger, the architect of the worldwide Just-In-Time revolution, reaches beyond "financials" to redefine excellence -- and reveals, with new benchmark data, how pioneers become dynasties.
Schonberger's pathbreaking new research reveals that, from 1950 to 1995, while "financials" dipped and soared repeatedly, industrial decline and ascendancy correlated perfectly with inventory turnover -- one of two key nonfinancial indicators and a bedrock measure, along with customer satisfaction, of a company's power, strength, and value. In this immensely readable book, he captures these new metrics -- the true predictions of future success -- in 16 customer-focused principles created from self-scored reports supplied by over 100 pioneering manufacturers in nine countries. Armed with new world-class benchmark data, Schonberger redefines excellence in terms of competence, capability, and customer-focused, employee-driven, data-based performance.
For front-tine associates to senior executives, Schonberger has written manufacturing's action agenda for the next decade. This book will be indispensable reading for manufacturing and general managers in all industries, as well as for pension fund managers, institutional investors, stock analysts, and stockbrokers.
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Specificații

ISBN-13: 9781476747347
ISBN-10: 1476747342
Pagini: 288
Dimensiuni: 155 x 231 x 23 mm
Greutate: 0.34 kg
Editura: Free Press

Notă biografică

Richard J. Schonberger

Cuprins

Contents

Preface

1. Industrial Decline and Ascendancy

Manufacturing Performance: Down, Then Up

Sustained Improvement

U.S. Manufacturers

French Manufacturers

Obstacles and Openings

Customer Service

Broad-Based Customer Data

Pooled Customer Data

Summing Up

Eras

Japan Decade, American Decade, Global Decade

2. Building Strength Through Customer-Focused Principles

From Edicts to Principles

Customer-Focused Principles

General Principles

Design

Operations

Human Resources

Quality and Process Improvement

Information for Operations and Control

Capacity

Promotion and Marketing

3. Best Manufacturers: How They Rate

Research Project

Scores, by Category

High and Lower Scores

Intermediate Scores


Bottom Group

Sector Scores

Forging Ahead

4. Improvement Pathways

1. Gates Rubber, Denver

2. Honeywell Scottish Operations, Motherwell, Scotland

3. Baxter Healthcare's North Cove IV Solutions Facility, Marion, North Carolina

4. Davey Products, Australia

5. Baldor Electric, Fort Smith, Arkansas

6. Jostens Diplomas, Red Wing, Minnesota

7. AlliedSignal, Aerospace Equipment Systems, Tempe, Arizona

8. Dover Elevators, Memphis

9. Quickie Designs Inc., Fresno, California

10. Exxon Baytown, Baytown, Texas

11. Varian Associates, Nuclear Magnetic Resonance Instruments, Palo Alto, California

12. Alcatel Network Systems, Richardson, Texas

13. Ford Electronics, Markham, Ontario

14. Rosemount Measurement Division, Chanhassen Pressure Plant, Chanhassen, Minnesota

15. Boeing Welded Duct Plant, Seattle Area

16. Northern Telecom, Multimedia Communication Systems, Calgary, Ontario

17. Johnson Controls, Milwaukee

18. Rhomberg Bräsler, Cape Town, South Africa

Diverse Pathways -- A Summary

5. Value and Valuation

Product Costing: How and When

Costing for Infrequent Decisions

Product Development

Product Line


Real Needs

Motivation to Improve

Open-Book Management (Tripping Over Financial Numbers)

Exception: Small Business Units

Priorities: Customer-Focused Principles and the ABC Paradox

Dual System?

Value of the Enterprise

Power Brokers

Genuine Power

Case Study: The Costing/Pricing Problem at Harbor Metal Stamping Company

Alternative Solutions

Modifying the Costing System

Modifying the Data Collection System

6. The New Mastery of Mass Production -- and Its Close Cousins

What Is Mass Production?

Why Mass Production?

Trade Pacts Resize Production Volumes

From Mass-Produced Components to Customized End Products

Japanese and German Mistakes

End Products

Scale Economies Lost

When a Plant Has Too Many Parts

How Mass Production?

Standardization

Usage-Rate Production

Agility

Consumer Need or Quirk?

Portability


Conclusion: Someone Wants What You Have

7. Strategic Linkages

Product Decisions and Customer Service

Unaware and Unconcerned

Organizational Realignments

Building Bridges

Multicompany Planning

Quick Response

Vendor-Managed Inventory and Efficient Customer Response

Demand Forecasting

Planning with Immediate Partners

Internal Multifunctional Planning

Decomposing the Order Book

Capacity Management and New Initiatives

Smoothing the Demand Turbulence

Forcing the Action

8. Impediments: Bad Plant Design, Mismanagement of Capacity

Production Lines: Failure Designed In

Too Long, Too Wide, Too Fast

Conveyor Removal

Arcs

Assembly Lines, Station Cycle Times, and People

Maquiladoras

Cut and Sew

Genesis of Modular Sewing and TSS

Whole Plants

Flexible Limits

Flexible Automation

Production Support

Unconstrained Capacity

9. Remaking Human Resource Management

Roles

The New Owners of Process Improvement

High-Potential Teams

Organization Charts Lose Their Lines

Associates, Facilitators, and Teamsmanship

Motivation and Reward in the Age of Continuous Improvement

Results

Special Recognition

Negatives to Positives

Performance Appraisal

Quid Pro Quo

The Work Force Upgrades -- and HR Adapts

Role and Size

Training -- to Certification

Line Involvement in HR

Labor Relations

Job Classifications

An Example

Interconnections

10. Quality: Picture a Miracle

Pictures

Miracles (Accentuate the Positive)

Virtual Stability

Keeping the Core and Hiring Out

The Organization: Bulwark of Stability and Effectiveness

Customer (and Supplier) Stability

Employee Stability

Quality Individuals Versus Teams

Team Stability and Cohesiveness

Project Cohesiveness and Stability

11. A Ten-Year Plan

From Cost to Value

Scorekeeping

Balanced Scorecard

Cost of Quality

Renaming Things

Throughput

Stretch Goals

Follow-Through

Implementation Tendencies and Necessities

Consultants, Advisors, and Trainers

Kaizens

Application Seminars


Points of Light

Learning and Training

Guessing the Future

Appendix: Scoring Against the Principles

Notes

Index

Textul de pe ultima copertă

Since the invention of double-entry bookkeeping, managers have judged a company's worth by sales and profits. Now, Richard J. Schonberger, the architect of the worldwide Just-In-Time revolution, reaches beyond "financials" to redefine excellence - and reveals, with new benchmark data, how pioneers become dynasties. This book will be indispensable reading for manufacturing and general managers in all industries, as well as for pension fund managers, institutional investors, stock analysts, and stockbrokers.