Intelligent manufacturing reviving U.S. manufacturing including lessons learned from Delphi Packard Electric and General Motors /: reviving U.S. manufacturing including lessons learned from Delphi Packard Electric and General Motors. (©2014)

• Record Type: Book
• Other Titles: Reviving U.S. manufacturing including lessons learned from Delphi Packard Electric and General Motors
• Further Information: Note: R. Bick Lesser.
• Other Names: Lesser, R. Bick
• Contents: What Would You Expect with a Parent Like GM?; Interview Process; Packard Electric Is Born; How Could GM (Packard’s Parents) Make So Many Dumb Decisions?; So, How Are Things Working Out for GM Today?; How Does GM Compete with Toyota and the Vaunted Toyota Production System?; ; We Have to Do Something, Even if It’s Wrong ; Packard Does a Really Smart Thing Next; Where Did the Packard Training Program Originate?; Good News and Bad News about Packard’s Management; A Move to the Warm South; What We Need Are Suppliers; Mexico, Here We Come; Black Friday; Something Had to Change for GM; Packard Goes International in a Big Way; We Are Not Ready for This; We Are in Real Trouble Here; Industrial Engineering (IE) Training Program; The Industrial Engineering Training Program; ; How Does a Company with So Many Smart People Do So Many Dumb Things? ; Automation Can Save Us; That Worked So Well, Let’s Try Something a Little Tougher; That Lead Prep Startup Surely Didn’t Work Out Like We Had Planned; Integrated Production System (IPS) to the Rescue (or Not); If IPS Didn’t Get It Done, IPS II Surely Would; Remote Lead Prep: Yeah, That’s the Answer!; How about Just Getting Rid of Our Productivity Control System; So Just How Are IDCs Going to Help Us with the 3% Give Back?; How about Let’s Just Get into a New Business; Let’s Sum Things Up; ; Let’s Get Lean … Not; Just What Is the TPS?; Toyota Production System Rules; Packard Develops the PPS; What We Need Is Vista; Benchmarking: To Do or Not to Do; Kitting Looks Like a Cool Thing to Do; Let’s Do the Team Concept Like Toyota; How about a Nice Quality Circle?; Did QS9000 Implementation Really Help?; Say Zero Defects and Mean It; The Good News Is That We Saved $25 million in Inventory, but …; Just-in-Time Manufacturing?; U-Cells Gain Great Prominence; Somebody Finally Got One-Piece Flow Right … Really?; Wrap-Up; ; Proper Manufacturing Organization Is Critical (or You Will Get the Performance You Motivate); Plant Priority Meetings; Let’s Just Change Reporting Lines to Get Better Support; Warren Got Some Things Right; Understanding Human Nature; So We Transferred Our Manufacturing Successes to Mexico, Right?; What’s the Fix?; Manufacturing Supervision Is Tough; Providing Proper Manufacturing Support; Why Worry about Improved Productivity, Mexican Labor Is Cheap (and Philippine); Wiring Harness Departmental Organization Basics; Level 1 Operators; Level 2 Operators; Level 3 Operators; Level 4 Operators; Foreman’s Responsibilities and Support Required; Job Responsibilities; Time Breakdown; Assistant Foremen/Group Leaders; Additional Advice; ; When You Measure Performance, Performance Improves ; From Routings to Direct Labor Bibles (DLBs); Production Efficiency; Process and Operator Efficiencies; Wouldn’t One Efficiency Number Be Sufficient?; The Warren Bottom Line; So, What Did We Do in Mexico?; I Finally Got a Chance to Do It Right in South Korea; How Much Could the Mexican Operations Have Saved?; When You Measure Performance; Packard Productivity Nose Dives; Are We Really Controlling Productivity in Our Plants?; Direct Labor Bibles (DLBs); Efficiencies from a Budget Routing; Plant Productivity Information Available Based on Labor Estimates (Budget DLBs) only; Plant Productivity Information Available with an Automated Productivity System Based on Production DLBs; Terms and Definitions Used with the Computerized Productivity System; Simple DLB Example; Metal Cutting; Component Subassembly; Final Assembly of a Widget; ; Preplanning: The Perfect Tool to Accomplish Toyota’s Rule #1; What Is the Common Industry Practice?; But, Is It Worth It?; Packard Evolves, but Not for the Better; The Critical Four M Relationship; Wiring Harness Preplanning; ; The Computer Is a Moron ; A Rare Opportunity; Controlling Absenteeism, Turnover, and Overtime Is a Must; Material Availability Is Critical; Summary; ; How to Drive Down Total Process Cycle Time (TPCT) without Wasting a Lot of Time (and Money); Critical Value Streams; Packard "Attacks" the TPCT for Engineering Change Implementation; Key Activity Control Is Born; Others Benefit from the System; This System/Concept Will Work Anywhere; The Bottom Line; ; What Size Should the Cycle Quantity (Lot Size) Be?; Portugal Will Show the Way; Cost Bucket One; Cost Bucket Two; Some People Don’t Want to Be Confused with Facts; Free Rein in South Korea; Determining Optimum Cut Quantity (or Optimum Process Quantity); Summary; Optimum Cut Quantity Subsystem; Optimum Cutter Loading and Sequencing Subsystem (OCLASS) Wrap-Up: How about "Intelligent Manufacturing" for Real Change in Which We Can Believe"; ; Index
• Publisher Details: Boca Raton, FL : CRC Press
• Publication Date: 2014
• Copyright Date: 2014
• Extent: 1 online resource (xxii, 286 pages), illustrations
• Subjects: 658; Manufacturing industries -- United States -- Management; Manufacturing industries -- United States -- Management; Management; Manufacturing industries -- Management; Manufacturing industries / United States / Management; BUSINESS & ECONOMICS / Industrial Management; BUSINESS & ECONOMICS / Management; BUSINESS & ECONOMICS / Management Science; BUSINESS & ECONOMICS / Organizational Behavior; United States; Electronic books; Case studies; Management -- Case studies; Management -- Case studies
• Languages: English
• ISBNs: 9781466564053; 1466564059
• Related ISBNs: 1466564040; 1322667527; 9781322667522; 1466564059; 9781466564046
• Notes: Note: Includes bibliographical references and index.; Note: Online resource; title from title page (Safari, viewed Oct. 24, 2013).
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.