Analysis of Manufacturing Enterprises: An Approach to Leveraging Value Delivery Processes for Competitive AdvantageSpringer Science & Business Media, 31/10/1999 - 292 من الصفحات 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. |
من داخل الكتاب
النتائج 1-5 من 64
الصفحة vii
... Flexibility 112 8.1 Coping With Uncertainty 113 8.2 Flexibility in Business Processes 115 9 . Conclusions 118 10. Bibliographic Notes 118 5. PROCESS MEASUREMENT AND REDESIGN 119 1 . Introduction 119 2 . Strategy , Processes , and ...
... Flexibility 112 8.1 Coping With Uncertainty 113 8.2 Flexibility in Business Processes 115 9 . Conclusions 118 10. Bibliographic Notes 118 5. PROCESS MEASUREMENT AND REDESIGN 119 1 . Introduction 119 2 . Strategy , Processes , and ...
الصفحة viii
... Flexibility 6 . 7 . 208 208 210 Conclusions Bibliographic Notes 8. SUPPLY CHAIN PROCESS MANAGEMENT 210 211 213 1 . Introduction 213 2 . Supply Chain Fundamentals 215 2.1 Product Flow in a Typical Supply Chain 217 2.2 Virtual Integration ...
... Flexibility 6 . 7 . 208 208 210 Conclusions Bibliographic Notes 8. SUPPLY CHAIN PROCESS MANAGEMENT 210 211 213 1 . Introduction 213 2 . Supply Chain Fundamentals 215 2.1 Product Flow in a Typical Supply Chain 217 2.2 Virtual Integration ...
الصفحة ix
... Flexibility 251 7 . Performance Measurement and Benchmarking 253 7.1 Internal Performance Measurement 7.2 Benchmarking Supply Chains 253 256 8 . Organization Structure 258 8.1 Functional Organization Structure 8.2 Network Management 258 ...
... Flexibility 251 7 . Performance Measurement and Benchmarking 253 7.1 Internal Performance Measurement 7.2 Benchmarking Supply Chains 253 256 8 . Organization Structure 258 8.1 Functional Organization Structure 8.2 Network Management 258 ...
الصفحة xv
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الصفحة 11
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المحتوى
V | 1 |
VII | 9 |
VIII | 14 |
X | 15 |
XI | 17 |
XII | 23 |
XIII | 26 |
XIV | 37 |
XLVI | 152 |
XLVII | 155 |
XLVIII | 158 |
XLIX | 159 |
L | 164 |
LI | 171 |
LII | 172 |
LIII | 179 |
XV | 38 |
XVI | 46 |
XVII | 54 |
XVIII | 58 |
XIX | 65 |
XXI | 67 |
XXIII | 70 |
XXIV | 83 |
XXV | 85 |
XXVII | 87 |
XXVIII | 92 |
XXIX | 98 |
XXX | 104 |
XXXI | 106 |
XXXII | 108 |
XXXIII | 111 |
XXXIV | 112 |
XXXV | 118 |
XXXVII | 119 |
XXXIX | 122 |
XL | 124 |
XLI | 129 |
XLII | 131 |
XLIII | 137 |
XLIV | 143 |
XLV | 151 |
LV | 181 |
LVII | 183 |
LVIII | 186 |
LIX | 191 |
LXI | 195 |
LXII | 203 |
LXIII | 210 |
LXIV | 211 |
LXV | 213 |
LXVI | 215 |
LXVII | 221 |
LXIX | 223 |
LXX | 228 |
LXXII | 241 |
LXXIII | 253 |
LXXIV | 258 |
LXXV | 260 |
LXXVI | 261 |
LXXVII | 263 |
LXXVIII | 264 |
LXXIX | 270 |
LXXXI | 271 |
LXXXII | 273 |
283 | |
291 | |
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عبارات ومصطلحات مألوفة
alliance analysis assembly automated barcode batch benchmarking best practices business processes capacity cess changes chapter competitive advantage competitors components coordination core capabilities core competencies critical business processes cross-functional cross-functional teams customer order customer satisfaction customer service cycle decision defects defined deliver delivery reliability distribution distributors effective efficient electronic electronic data interchange example facilities factory floor facturing fishbone flexibility flow forecasting functions global goals identify important improvement industry integrated inventory involved issues lead manufacturing enterprise measurement system ment monitoring NPDP operational order-to-delivery process organization structure organizational output partners partnership performance measures Petri nets planning process level process owner procurement product design product development process raw materials redesign reduce retailer scheduling sharing strategy subassemblies subprocesses suppliers supply chain management supply chain network supply chain process tion transport type I errors value delivery processes variability vendor-managed inventories warehouse