Manufacturing Systems -- Copyright -- Foreword -- Preface -- Contents -- Report of the Committee on Foundations of the Manufacturing -- Executive Summary -- GOALS AND OBJECTIVES -- THE CUSTOMER -- THE ORGANIZATION -- THE EMPLOYEE -- THE SUPPLIER OR VENDOR -- THE MANAGEMENT TASK -- METRICS -- DESCRIBING AND UNDERSTANDING -- EXPERIMENTATION AND LEARNING -- TECHNOLOGY -- IMPLEMENTING THE FOUNDATIONS -- 1 Introduction -- 2 Overview -- THE MANUFACTURING SYSTEM -- MANUFACTURING FOUNDATIONS -- THE BENEFITS OF FOUNDATIONS OF MANUFACTURING -- THE AUDIENCE -- 3 Management Practice -- GOALS AND OBJECTIVES -- THE CUSTOMER -- THE ORGANIZATION -- THE EMPLOYEE -- THE SUPPLIER OR VENDOR -- THE MANAGEMENT TASK -- 4 Measuring, Describing, and Predicting System Performance -- METRICS: QUANTIFYING THE PERFORMANCE OF THE MANUFACTURING ENTERPRISE -- Taxonomy for Metrics -- Matching Metrics with Goals and Concerns -- Financial Measurements -- The Application of Metrics as Operational Guidelines -- Other Metrics -- MODELS AND LAWS -- Empirical Models -- Modeling and Understanding -- Determining Limits for Improvement -- Identifying Critical Variables -- Strategic Planning and Management -- Basis for Decisions and Predicting Performance -- Simulation -- 5 Organizational Learning and Improving System Performance -- FOUNDATIONS RELATED TO LEARNING AND RENEWAL -- The Learning Process -- Formalize Organizational Knowledge with Models -- FOUNDATIONS THAT RELATE TO TECHNOLOGY -- Unit Processes and Subsystems -- Subsystem Interfaces -- System Issues -- Enhancing the Scientific Method for Understanding Manufacturing Systems -- 6 Educational and Technological Challenges -- CHALLENGES FOR THE EDUCATION SYSTEM -- THE TECHNOLOGICAL CHALLENGES -- Globally Competitive Manufacturing Practices -- Involvement and Empowerment: The Modern Paradigm for Management Success.

WHAT IS EMPLOYEE INVOLVEMENT? -- RELATIONSHIP OF EMPLOYEE INVOLVEMENT AND EMPOWERMENT -- WHY WAS "EMPLOYEE INVOLVEMENT AND EMPOWERMENT" DEEMED SO CRITICAL? -- ACCOMPLISHING THE CHANGE -- Phase I-Employee Involvement: Change at the Plant Level (1979-1982) -- Phase II-Participative Management: The Change in Middle Management (1982-1985) -- Phase III-Senior Management Change (1985-present) -- CONCLUSIONS -- Implementation Projects: Decisions and Expenditures -- Benchmarking -- FINANCIAL METRICS -- PRODUCT PERFORMANCE METRICS -- UNIT OPERATION METRICS -- SYSTEM OPERATIONAL METRICS -- AGGREGATED MEASURES OF PERFORMANCE -- MEASURES OF LONG-TERM COMPETITIVE CAPABILITY -- Technological Capability -- Technical Personnel -- INTERACTIONS -- CONCLUSION -- Improving Quality Through the Concept of Learning Curves -- ORIENTATION -- THE LEARNING CURVE RELATED TO COSTS -- THE LEARNING CURVE RELATED TO QUALITY -- OBSERVATIONS -- CONCLUSION -- ACKNOWLEDGMENT -- Organizing Manufacturing Enterprises for Customer Satisfaction -- CRITERIA RELEVANT TO ORGANIZATIONAL STRUCTURE -- CLASSICAL ADMINISTRATIVE THEORY -- CHOICE OF FUNDAMENTAL METRICS -- TAGUCHI'S PARADIGM -- APPLICATION OF THE CRITERIA -- DISCUSSION -- Customer Satisfaction -- WHO REALLY IS THE CUSTOMER? -- WHAT DOES "SATISFACTION" REALLY MEAN? -- WHAT DO YOU WANT OUT OF IT? -- THE CRITICAL STEP-THE PRODUCT PLAN -- THE LAST PIECE OF THE PRODUCT PLAN-METRICS -- SANITY CHECKS -- IMPLEMENTATION-THE EASY STEP? -- The Interface Between Manufacturing Executives and Wall Street Visitors- Why Security Analysts Ask Some of the Questions That -- QUESTIONS THAT MIGHT BE ASKED (BUT USUALLY ARE NOT) BY SECURITY ANALYSTS WHEN QUESTIONING A SENIOR V.P. OF MANUFACTURING: -- Taylorism and Professional Education -- TAYLORISM -- THE ESSENTIAL ELEMENTS OF TAYLORISM -- WHEN DOES TAYLORISM WORK? -- WHAT SHOULD BE DONE?.

Empowerment of Our Professional Students -- Encouragement of Cooperative Student Work Practices -- Participative Management of the Educational Enterprise -- Development of a Supportive Professional Accreditation Process -- SUMMARY -- ACKNOWLEDGMENT -- The Integrated Enterprise -- Time as a Primary System Metric -- TIME AS A DIAGNOSTIC TOOL AND A DRIVER OF QUALITY AND COST -- LESSONS FROM SIMPLE QUEUING MODELS -- APPLYING THE LESSONS LEARNED IN MANUFACTURING -- Communication Barriers to Effective Manufacturing -- Are There "Laws" of Manufacturing? -- TAUTOLOGIES VERSUS LAWS -- LAWS VERSUS EMPIRICAL MODELS -- OUTLOOK FOR LAWS OF MANUFACTURING -- ON COMPLEX SYSTEMS AND THEIR MODELING -- The Need for Multiple Views -- Modeling Myopia -- Taking Risks in Manufacturing -- RISK AS A CONSEQUENCE OF CHANGE -- EFFECTIVE USE OF PEOPLE -- Total Employee Involvement -- Effective Teams -- PLANNING FOR CHANGE -- Strategic Planning -- Managing Organizations in Transition -- PROVIDING PROPER TOOLS -- Statistics and Problem Solving -- Change Control Methodology -- SUMMARY -- Constant Change, Constant Challenge -- NEW MANAGEMENT PARADIGM NEEDED -- MANAGING FROM THE FUTURE -- STRATEGIC CONTROL: THE LEARNING ORGANIZATION -- ORGANIZATION LEARNING -- SUMMARY -- Manufacturing Capacity Management Through Modeling and Simulation -- MODELS, MODELING, AND SIMULATION -- TOTAL CAPACITY MANAGEMENT: AN OVERVIEW -- FUNCTIONS IN TOTAL CAPACITY MANAGEMENT -- Design Assessment -- Capacity Requirements Planning and Analysis -- Scheduling -- Schedule Management -- Status Presentation and Statistics -- Schedule Execution and Dispatching -- TCM ARCHITECTURE -- DISCUSSION -- ACKNOWLEDGMENTS -- The Power of Simple Models in Manufacturing -- WHY WE MODEL -- THE POWER OF SIMPLICITY -- AN EXAMPLE -- CONCLUSIONS -- Improving Manufacturing Competitiveness Through Strategic Analysis.

CHARACTERISTICS OF STRATEGIC ANALYSIS AT ALCOA -- USING DATA FOR PROCESS UNDERSTANDING -- DEVELOPMENT OF FORECASTS -- SUMMARIZING FORECASTS AND INTERPRETING OPPORTUNITIES -- SHARED ENGAGEMENT IN THE ANALYSIS -- ACKNOWLEDGMENTS -- Going to the Gemba -- Jazz: A Metaphor for High-Performance Teams -- SOLOING AND SMALL JAZZ GROUPS -- THE LARGER JAZZ ENSEMBLE -- ACKNOWLEDGMENT -- Consolidated Bibliography -- Committee Membership -- COMMITTEE ON FOUNDATIONS OF MANUFACTURING -- CONTRIBUTING AUTHORS -- NAE STAFF -- Biographies of Contributing Authors -- Index.