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Books > Business & Economics > Industry & industrial studies > Manufacturing industries > General
Efficient operations and powerful innovations are not limited to
seasons of growth and high demand. Going Lean introduces the
powerful yet unexpected mind-set that's reshaping the rules for
business competitiveness: Lean Dynamics (TM). This approach, based
on the now-famous Toyota Production System--empowers companies to
thrive in virtually any environment--even when sudden shifts occur
or they experience unpredictable conditions. Through a detailed
exploration of this approach, readers will learn how to: become
broadly effective in creating and sustaining value; set a critical
foundation for achieving sustained excellence; identify sources of
lag and create robust value streams that thrive in today's dynamic
conditions; describe the underlying techniques to maintain steady
and predictable flow; create a system based on "pull," or external
demand that consistently introduces new innovation; strive for
perfection; and deliver industry-leading returns. Led by a new
breed of companies--Toyota, Walmart, and Southwest Airlines--this
innovative mind-set changes the game for businesses everywhere.
Going Lean teaches readers how their companies--big or small--can
leverage this revolutionary thinking to measure and achieve real
results.
India, a leading exporter of information-technology services,
faces a fundamental puzzle. Its electronics industry is struggling
despite a huge and growing domestic market and pockets of
world-class capabilities.
Drawing on survey questionnaires and interviews with key private
and public industry players and multinationals, this study examines
how restrictive regulations and a largely dysfunctional
implementation of past support policies have constrained investment
in plants and equipment and technology absorption and innovation.
Electronics manufacturing remains disconnected from India's
chip-design capabilities which are integrated, instead, into global
networks of innovation and production. India's growing domestic
demand for electronic products results in rising imports of final
products and high import-dependence for key components.
Bold action is required to change the anemic growth of
electronics manufacturing just when the global electronics industry
is rapidly ending historical strategies for growth. To achieve its
potential, electronics manufacturing in India must move beyond
"high-volume, low-cost" activities, towards a greater focus on
"low-volume, high-value" production and on frugal innovation for
the domestic market.
The government's National Policy on Electronics is a first step
on this path, but it needs to be complemented by reforms relating
to taxation, customs, compliance, and inspections. Equally
important are efforts to enhance the strategic use of technical
standards and smart approaches to international trade
diplomacy.
"Is there one factor that allows some manufacturing companies to
succeed while others fail? With production a level playing field,
with anyone able to purchase the same equipment and facilities,
hire and train the same qualified people, and purchase the same raw
materials required to make a product--why is it that some companies
are consistently more competitive?
The simple answer lies in manufacturing technique: how you
manage and balance people, materials, and machines. And if your
manufacturing organization is slow and inefficient, it's time to
slim down.
"Lean" manufacturing allows manufacturers to reduce waste and
maximize profits by adopting a philosophy of operation that
considers value from the perspective of the customer. Far from a
dry explanation of theory that simply looks good on paper, Lean
Manufacturing That Works brings all the principles of lean
manufacturing to where they're needed most: the shop floor.
Engagingly written and easy to put to work, the book is
specifically aimed at the people whose daily work involves the
manufacturing floor, and it features essential tools that can help
streamline operations in any manufacturing environment,
A proven "weight loss" plan for your manufacturing environment,
the lean strategy allows you to expend fewer resources in
delivering value to the customer. The results are growth through
the taking of market share, greater profitability, and increased
opportunity and stability for your employees.
Lean Manufacturing That Works provides insights into this
remarkable strategy and shows how to put it to work immediately in
your own operations.
In Section 1 -- the how -- Bill Carreira presents a thorough
overview of lean manufacturing, with discussions of cost and cash
flow; velocity and lead time; what waste is and how it affects both
profit and customer satisfaction; how to quantify opportunities to
become more profitable; and how to use lean manufacturing to both
complement and implement business strategy.
Moving onto the why behind lean manufacturing, Section 2 gives
step-by-step, dollar-by-dollar guidance on creating a lean process
at virtually any manufacturing company, from laying out processes
to transitioning and training employees, with valuable information
on establishing metrics and ensuring continuous improvement.
According to author Carreira, 'The one and only reason to go
lean is to make more money."" Lean Manufacturing That Works
provides you with specific, practical information on every page,
and sends you back to the shop floor with a workable plan that will
transform your entire operation. It is the ultimate use-it-now book
of lean."
The only book about planning for a "superplant," by the author who
created the concept In an environment of increasingly globalized
manufacturing, a very long production line that spans the globe is
more common than ever. For an increasing number of corporations,
multi-plant planning is a reality. "Superplant" describes the
ability to plan separate locations as if they were part of one
giant plant - or superplant, and is the more accurate modeling of
location interdependencies for production and supply planning than
is provided by standard advanced planning functionality. This book
delves into the three advanced functionalities that must be enabled
for superplant planning: multi-plant planning, subcontracting and
multi-source planning. By reading this book you will: Investigate
how multi-site planning works from a design perspective. Learn
about the functionality that exists to specifically address
multi-plant planning and understand why most supply planning
software can do nothing with multiple plants. Explore in-depth the
PlanetTogether application, which targets the unique planning
requirements of a superplant. Learn how to set up master data
objects to support multi-plant planning functionality. Improve Key
Performance Indicators (KPIs) through proper deployment of
multi-plant planning functionality. Examine how subcontracting and
contract manufacturing fit into the superplant concept.
This step-by-step introduction to grading combines the theory of
pattern grading with its practical applications. After presenting
the x, y orientation to familiarize readers with the concepts of
computer grading and using the Cartesian graph, the text takes a
holistic approach, integrating anthropometry, size specifications,
and grade guides into the grading process for women's garments with
emphasis on maintaining fit and style sense. New to this Edition: -
Expanded discussion of computer grading technology including
Optitex, Gerber, Lectra, and Tukatech software - 20% new
end-of-chapter exercises - Includes more than 200 illustrations and
85 tables for grade rules, measurement charts and garment
specifications - Added discussion on grading from specifications
and development of tolerances - Instructor's Guide and Test Bank
provide answers to exercises, completed and blank grade rule
tables, grade charts for different base sizes and projects for
further research Concepts of Pattern Grading STUDIO: - Study
smarter with self-quizzes featuring scored results and personalized
study tips - Review concepts with flashcards of terms and
definitions - Practice your skills with extra exercises
Globalization and new technologies are impacting the desirability
and feasibility of what has historically been the most successful
development strategy. Manufacturing has been seen as special,
promising both productivity gains and job creation. But trade is
slowing. Global value chains (GVC) are maturing. Robotics,
artificial intelligence, 3D printing, and the Internet of things
are shifting what makes locations attractive for production and
threatening significant disruptions in employment. There is a risk
of increased polarization, within countries and across countries.
Shifting the attention from high-income countries, this report
takes the perspective of developing countries to ask: -- If new
technologies reduce the importance of low-wage labor, how can
developing countries compete? -- Do countries need to industrialize
to develop? -- How can countries at different levels of development
take advantage of new opportunities? Development strategies need to
broaden. Different manufacturing sub-sectors can still provide
productivity growth or jobs; fewer can deliver both. Many of the
pro-development characteristics traditionally associated with
manufacturing--tradability, scale, innovation,
learning-by-doing--are increasingly features of services. With
faster diffusion of technology, it will be all the more important
for countries to improve the enabling environment, remain open to
trade, and support capabilities of firms and workers to ensure
future prosperity is shared.
For decades the crown jewels of Japan's postwar manufacturing
industry, motorcycles remain one of Japan's top exports. Japan's
Motorcycle Wars assesses the historical development and societal
impact of the motorcycle industry, from the influence of motor
sports on vehicle sales in the early 1900s to the postwar
developments that led to the massive wave of motorization sweeping
the Asia-Pacific region today. Jeffrey Alexander brings a wealth of
information to light, providing English translations of
transcripts, industry publications, and company histories that have
until now been available only in Japanese. By exploring the
industry as a whole, he reveals that Japan's motorcycle industry
was characterized not by communitarian success but by misplaced
loyalties, technical disasters, and brutal competition.
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