search for books and compare prices
Tables of Contents for Attaining Manufacturing Excellence
Chapter/Section Title
Page #
Page Count
The Empty Strategy
1
21
Why Save Production?
Full Strategy and Survival
The Risks and the Rewards
The Survival Perspective
The Philosophy of Value-Added Manufacturing
22
24
Engine Plant Examples
Total Quality Control
Just-in-Time Manufacturing
Total People Involvement
Getting Started
Total Quality---A Matter of Detail
46
35
How It Began: The Boom and the Fizzle
Gaining Purpose
Methods for Improving Quality
Statistical Methods: Process Capability
Quality Cycles
Failsafe Methods
Immediate Feedback
Cause-and-Effect Logic for Collaborative Problem Solving
Standardization as a Basis for Improvement
Just-in-Time Manufacturing
81
36
Workplace Organization
Visibility
Production Control Systems
Timing: Cycle Time Concept
Timing and Flexibility
Workplace Organization Comes to Inductoheat: JIT in the Job Shop
Commentary on Workplace Organization
Attaining the Effect of Automation without the Expense
117
32
Gaining Discipline: Setup Time Reduction
Layout for Improvement
The Cell
U-Lines
Flexible Manufacturing Systems
Think of the Entire Plant as a Cell
Performance Measurement for Plants and Equipment
The Virtures of Inexpensive Equipment
Preventive Maintenance
Product Design: Simplifying Design
Structuring of Options
Computer-Centered Systems
Attaining Total People Involvement
149
37
Close to the Action
Responsibility at the Source Is Line Management Leadership: Integration of Effort
Patterns of Thinking
Staff as Coaches: Tough Role Change
Performance Measurement: Purging the Old
Costing It Out
Coming Clean
Metering in the New
Work Force Participation Is Management Participation: Selection
Job Security
Sharing in the Improvement
Participation Groups
Megatech Ultra Fast Technology Division (MUFTD)
Synchronizing the Company
186
36
Synchronization and Uniform Load Schedules: Balancing Production Flows and the Cycle Time Concept
The Uniform Schedule
Development of a Uniform Load Assembly Schedule
Linearity of Schedule
Matching the Uniform Schedule to the Market (and vice versa): Make-to-Stock
Make-to-Order
Make-for-Another Manufacturer
Cut Lead Times and Simplify Systems
Production Planning and Control Systems: Job Shops
Flow Shops
Cost Accounting Systems: Interpretation of Costs for Management Direction
Systemic Cost Biases
Complex Cost Systems
Changing Cost Systems
Visibility Off the Shop Floor As Well As On
The External Factory---Suppliers
222
25
Selecting Suppliers
Sole-Source Suppliers
Supplier Quality: Educating the Buyers
Rating Suppliers
Working with Suppliers
Material Transport: Standard Containers
Shipping
Scheduling Suppliers: Avoiding Data and Analysis Lag
Starting with Suppliers
Taking It to Them---Marketing Power
247
15
The Marketing Hole
Innovation
Marketing's Role: Staying Close to the Customer---First Step in Quality
Managing the Flow of Demand
Reforming Permanently
262
Gaining Direction
Reforming: Focusing on Primary Internal Reform Goals
Other Goals of Excellence
Getting Started
Organization
Making the Reform Last
Moralizing