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 81
الصفحة v
... Performance Measures Customers and Competitors Types of Processes Some Important Business Processes New Product Development Process ( NPDP ) Production Process 27 30 32 34 35 37 38 38 39 5.3 Supply Chain Process ( SCP ) 5.4 5.5 ...
... Performance Measures Customers and Competitors Types of Processes Some Important Business Processes New Product Development Process ( NPDP ) Production Process 27 30 32 34 35 37 38 38 39 5.3 Supply Chain Process ( SCP ) 5.4 5.5 ...
الصفحة vi
... Performance Measurement System Competitive Strategy and Business Processes 7.1 Critical Business Processes Core ... MEASURES 1. Introduction Functional vs. Process Measures Process Performance Measures Lead Time Process Redesign and ...
... Performance Measurement System Competitive Strategy and Business Processes 7.1 Critical Business Processes Core ... MEASURES 1. Introduction Functional vs. Process Measures Process Performance Measures Lead Time Process Redesign and ...
الصفحة viii
... Performance Measures 170 171 172 6.1 Cycle Time 172 6.2 Cycle Time Reduction 174 6.3 Example 6.1 : Modeling Software Development 175 6.4 Example 6.2 : Modeling a Product Development Organization 176 7 . Benchmarking in the NPDP 179 8 ...
... Performance Measures 170 171 172 6.1 Cycle Time 172 6.2 Cycle Time Reduction 174 6.3 Example 6.1 : Modeling Software Development 175 6.4 Example 6.2 : Modeling a Product Development Organization 176 7 . Benchmarking in the NPDP 179 8 ...
الصفحة ix
... Performance Measures 241 6.1 Lead Time 242 6.2 Examples 244 6.3 Quality Management 245 6.4 Supply Chain Process Costs 248 6.5 Asset Utilization 251 6.6 Flexibility 251 7 . Performance Measurement and Benchmarking 253 7.1 Internal ...
... Performance Measures 241 6.1 Lead Time 242 6.2 Examples 244 6.3 Quality Management 245 6.4 Supply Chain Process Costs 248 6.5 Asset Utilization 251 6.6 Flexibility 251 7 . Performance Measurement and Benchmarking 253 7.1 Internal ...
الصفحة 9
عذرًا، محتوى هذه الصفحة مقيَّد.
عذرًا، محتوى هذه الصفحة مقيَّد.
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