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DESIGNING,MANAGING AND IMPROVING OPERATIONS


UPTON D.

wydawnictwo: PRENTICE HALL , rok wydania 1998, wydanie I

cena netto: 241.00 Twoja cena  228,95 zł + 5% vat - dodaj do koszyka

David M. Upton , Harvard Business School

Published February 1998 by Prentice Hall Business Publishing

Copyright 1998, 529 pp. Cloth ISBN 0-13-904509-0

Unique in perspective, this collection of action and implementation-oriented cases focuses on improving the operations of a business unit - i.e., the individual operating unit in both manufacturing and services - and is based on the common conceptual premise that striving to create a "world-class" operation is not enough to guarantee long-term success. Throughout, the cases stress that the key to success lies in designing operations to provide a foundation for subsequent improvement, managing them in a way that directs, fuels, and sustains that improvement path, and improving the operating unit with an explicit and effective strategy.

  • Focuses on the individual operating unit - in both manufacturing and services.

  • Explores issues at the intersection of Information Systems and Operations Management.

  • Part I addresses the design, management and improvement of the fundamental building blocks of operations - operations processes.

  • Part II looks at the systems used to coordinate processes, focusing on the use and management of information technology as part of such systems.

  • Part III addresses the operating unit as a whole and looks at how the various processes and systems are designed and managed within a human community in a way the builds superior and rapidly improving performance.

    • Introduces the concept of an improvement strategy, which integrates the themes of improvement that run through the previous chapters.
      Preface.
      Introduction

  • MODULE 1: DESIGNING, MANAGING AND IMPROVING OPERATIONS PROCESSES.

    1. The Cummins Engine Company: Starting Up "B" Crankshaft.
    Manufacturing at the San Luis Potosi Plant.
    2. Display Technologies Incorporated.
    3. Corning Glass Works: The Z-Glass Project.
    4. Deutsche Allgemeinversicherung.
    A Note on Constructing and Using Process Control Charts.
    5. Massachusetts General Hospital: CABG Surgery.
    6. Solagen: Process Improvement in the Manufacture of Gelatin at Kodak.
    7. McDonald's Corporation.
    What Really Makes Factories Flexible? by David M. Upton.
    8. Stermon Mills Incorporated.

    MODULE 2: OPERATIONS SYSTEMS AND INFORMATION TECHNOLOGY.

    9. John Crane UK Limited: The CAD-CAM Link.
    10. The Cybertech Project (A).
    11. Motorola, Inc.: Bandit Pager Project.
    12. FASTech Integration, Inc.
    Must CIM Be Justified by Faith Alone? by Robert S. Kaplan.
    13. EG&G Rotron Division.
    Getting Control of Just-in-Time by Uday Karmarker.
    14. Digital Equipment Corporation: The Endpoint Model (A).
    The EndpointModel (A).
    A Note on Manufacturing Resource Planning (MRPII).
    15. Vandelay Industries, Inc.
    16. Kanebo Ltd.
    17. Deere & Co. (A): Computer Aided Manufacturing Services Division (Abridged).
    18. AeroTech Service Group, Inc.
    The Real Virtual Factory by David M. Upton and Andrew McAfee.
    The Coordination of Global Manufacturing by Ramchandran Jaikumar and David M. Upton.

    MODULE 3: DESIGNING AND IMPLEMENTING OPERATIONS IMPROVEMENT STRATEGIES.

    19. Integron Inc.: The Integrated Components Division (ICD).
    20. A Measure of Delight: The Pursuit of Quality at AT&T Universal Card Services (A).
    21. Daewoo Shipbuilding and Heavy Machinery.
    22. Samsung Heavy Industries: The Koje Shipyard.
    Why (and How) to Take a Plant Tour by David M. Upton and Stephen E. Macadam.
    23. HMS Thetis and Apollo XIII.
    24. PPG: Developing a Self-Directed Workforce (A).
    A Note on High-Commitment Work Systems.
    25. Vickers Incorporated: Omaha Plant.
    26. Deloitte & Touche Consulting Group.
    27. Pacific Dunlop China (A): Beijing
    28. Micom. Caribe (A).

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