21st Century Manufacturing Enterprise Strategy: An Industry-Led ViewDIANE Publishing, 1998 - 58 pages This is Volume 1 of a report addressing the future of American industry. It has been written in response to the transformation of manufacturing practices that is currently in progress. Volume 1 of a two-volume report on the global competitive environment U.S. manufacturing will face, and the infrastructure it will require, in order to compete as it moves over the next 15 years into the 21st century. The developments described in the report present a unique opportunity to capitalize on distinctive U.S. strengths; failure to seize this opportunity will put the standard of living of the American people at profound risk. |
Autres éditions - Tout afficher
21st Century Manufacturing Enterprise Strategy: An industry-led view Roger N. Nagel Affichage d'extraits - 1991 |
Expressions et termes fréquents
21st Century Manufacturing academe agile enterprise agile manufacturing enterprises Agile Manufacturing Forum agile manufacturing system American Apple Computer AT&T Boeing Helicopter capable chip design competitive advantage competitors computer networks concurrently configuration cooperative ventures coordinated corporate cost create customers data base data exchange standards Department of Defense distributed electronic employees engineering enterprise integration environment environmental equipment Factory America Network firms flexible force Ford Probe formation global identify implementation infrastructure initiative inner core team innovation Japanese Lehigh University managerial manufacturing process manufacturing technologies mass production Mazda Miata models modular Motorola operations organizational outer core personnel plant process control equipment production facilities production line production machinery production technologies project teams reconfigurability and upgradability requirements scenarios semiconductor simulations social subassemblies suppliers transition to agile U.S. ASICS U.S. Chemicals U.S. industry U.S. Motors UltraComm USM cars virtual companies vision
Fréquemment cités
Page 12 - The concept of manufacturing expands from a narrow focus on production of consumable/disposable goods to the comprehensive process of creating, developing, selling, and maintaining products over their entire life cycles, which for many products will be highly extended by reconfiguration and upgrade capabilities.
Page 10 - ... or to virtual companies, but full utilization of corporate assets. In a dynamic competitive environment, the key to utilizing assets fully is the work force. Flexible production technologies and flexible management enable the work force of agile manufacturing enterprises to implement the innovations they generate. There can be no algorithm for the conduct of such an enterprise. The only possible long-term agenda is providing physical and organizational resources in support of the creativity and...
Page 8 - Agile enterprises are totally integrated organizations. Information flows seamlessly among manufacturing, engineering, marketing, purchasing, finance, inventory, sales, and research departments. Work proceeds concurrently rather than sequentially. The development of new products and the development of the processes for manufacturing and marketing them take place concurrently. Design is not the province of engineering, not even of engineering and manufacturing jointly. Instead, representatives of...
Page 8 - Design is not the province of engineering, not even of engineering and manufacturing jointly. Instead, representatives of every stage in a product's life cycle, from materials employed in its manufacture to its ultimate disposal, participate in setting its design specification. Information...
Page 12 - The rise of mass production manufacturing profoundly affected a wide range of institutions in all of the societies that adopted that mode of industrialization. The rise of agile manufacturing will exert an analogous social influence. Some of the changes that will take place can be foreseen, at least in part, because they will be deliberate. Some, including perhaps the most profound, cannot be foreseen.
Page 9 - In such an environment, classical forms of vertical integration, attempting to do everything "in house", are a recipe for failure. An agile enterprise has the organizational flexibility to adopt for each project the managerial vehicle that will yield the greatest competitive advantage. Sometimes this will take the form of an internal cross-functional project team with participation by suppliers and customers. Sometimes it will take the form of collaborative ventures with other companies, and sometimes...
Page 9 - ... enterprise in setting and pursuing shared goals, and changing pathways to those goals when problems arise. Managerial Techniques. The ultimate expression of trust, given the proprietary attitudes toward information that prevail today, is the routine formation of "virtual" companies by groups of agile enterprises. Speed to market with complex new products is a major competitive advantage. Often, the quickest route to the introduction of a new product is selecting organizational resources from...
Page 8 - ... personnel from other companies. Distributed enterprise integration and distributed operational concurrency are made possible by strict universal data exchange standards, by robust "groupware" — software allowing many people to work on the same project at the same time, constructively — and by broadband communication channels capable of carrying the amount of information involved in these exchanges. The synthesis of these into off-the-shelf enterprise integration software and hardware —...
Page 12 - ... that breakthroughs are the only targets worth aiming at; that markets will appear by themselves once better mousetraps are invented; that infrastructure requirements will take care of themselves once pioneers have thrown up superstructures; that standards are constraining and their formulation dull work; that only parts can be invented, not whole systems.
Page 8 - ... localized decision making that is a major determinant of agility. Agile enterprises can make and implement many decisions at the point of information. They will not have to wait for requests to move up and then back down the organizational hierarchy before acting. Issues...