Agile Manufacturing: The 21st Century Competitive StrategyElsevier, 25 janv. 2001 - 820 pages Agile manufacturing is defined as the capability of surviving and prospering in a competitive environment of continuous and unpredictable change by reacting quickly and effectively to changing markets, driven by customer-designed products and services. Critical to successfully accomplishing AM are a few enabling technologies such as the standard for the exchange of products (STEP), concurrent engineering, virtual manufacturing, component-based hierarchical shop floor control system, information and communication infrastructure, etc. The scope of the book is to present the undergraduate and graduate students, senior managers and researchers in manufacturing systems design and management, industrial engineering and information technology with the conceptual and theoretical basis for the design and implementation of AMS. Also, the book focuses on broad policy directives and plans of agile manufacturing that guide the monitoring and evaluating the manufacturing strategies and their performance. A problem solving approach is taken throughout the book, emphasizing the context of agile manufacturing and the complexities to be addressed. |
Table des matières
51 | |
Part III Information TechnologySystems in Agile Manufacturing | 203 |
Part IV Supply Chain Management in Agile Manufacturing | 357 |
Part V Operations of Agile Manufacturing Systems | 497 |
Part VI Strategic Approach for Agile Manufacturing | 643 |
Author Index | 809 |
Autres éditions - Tout afficher
Agile Manufacturing: The 21st Century Competitive Strategy A. Gunasekaran Aucun aperçu disponible - 2001 |
Expressions et termes fréquents
achieve action activities agents agile manufacturing allows analysis application approach architecture areas assembly become building capacity communication companies competitive complex components concept considered continuous corporate cost create cycle decision defined demand described distributed dynamic effective efficient enable engineering enterprise environment example existing Figure firms flexibility flow function future global groups human identified implementation important improvement increase industry Information Systems integration internal involved issues knowledge lead learning machine manufacturing systems materials means methods object operations organisation organization performance planning possible practice presented problem programming reduce reference relationships represent requirements response role selection sharing solutions specific standard strategic structure suppliers supply chain tasks types units various virtual