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.
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).
