Back to Basics: Your Guide to Manufacturing Excellence (St. Lucie Press/Apics Series on Resource Management)

As organizations move into the future, the operations environment needs to expand into Collaborative Planning and Forecast Replenishment (CPFR), Vendor Managed Inventory (VMI), and an Enterprise Resource Planning (ERP) operating system to become and remain competitive. These innovative and complex methods require an unprecedented degree of accuracy and knowledge of the basics in operations management. Back to Basics: Your Guide to Manufacturing Excellence details the key concepts necessary to expertly apply new approaches such as ERP, CPFR, VMI, and much more.Based on the popular "Back to Basics" columns that appear in the magazine APICS: The Performance Advantage, the structure of the book allows for sufficient development of each topic and is short enough to be quickly read. Topics include: capacity, inventory, inventory accuracy, part numbering, processes, problem solving, and general managerial guidelines. Each chapter has everything you need to understand the issues and their implications.Many careers in operations management begin with production and inventory control. When entering this field, you need to know the basics - in a hurry. Developing excellence takes time and usually comes through the "school of hard knocks". Whether new on the job, or brushing up to implement the latest technology, Back to Basics: Your Guide to Manufacturing Excellence gives you the information you need to become an expert - quickly. Back to Basics: Your Guide to Manufacturing Excellence......Page 1 The Authors......Page 3 Acknowledgments......Page 6 Preface......Page 7 About APICS......Page 10 Contents......Page 12 Dedications......Page 20 Table of Contents......Page 0 Understanding the Basics......Page 21 How Can Things Be So Wrong, When Everything Seems To Be So Right?......Page 22 Why Teach Basics When the Answers Are Out There?......Page 24 Basics Are Hard, But Basics Work!......Page 25 Overview......Page 27 The Case of the MRPII Implementation That Wasn’t......Page 28 Mapping the Basics of Manufacturing Excellence......Page 30 The Four Operations Pillars of Excellence......Page 32 Defining the Concept of Lead Time......Page 33 Types of Lead Times......Page 34 Major Lessons Learned......Page 35 Defining the Concept of Manufacturing Lead Times......Page 36 Factors Affecting Manufacturing Lead Time......Page 37 Importance of Monitoring the Elements of Manufacturing Lead Time......Page 38 Overview......Page 39 The Balance......Page 40 Major Lessons Learned......Page 43 Why Problem-Solving?......Page 44 Defining Information......Page 45 Critical Traits of Information......Page 46 Overview......Page 47 Information Management......Page 48 Overview......Page 50 Symptoms......Page 51 Urgency, Structure, and Orientation of Problems......Page 52 Causes......Page 53 Step 1: Size-Up/Description......Page 54 Step 2: Problem- Statement/Diagnostics......Page 56 Major Lessons Learned......Page 57 Step 4: Prescription/Alternatives......Page 58 Step 5: Implementation......Page 59 General Observations About the Problem-Solving Process......Page 61 Identifying the Three Forms of a Solution......Page 62 The Importance of Going Back......Page 64 Major Lessons Learned......Page 66 Why Should We Care What Type of Company We Are?......Page 68 Manufacturing Settings: Major Dimensions......Page 69 Job Shop......Page 70 Repetitive......Page 71 Major Lessons Learned......Page 72 Understanding the Industrial Context......Page 73 Understanding the Impact of the Industrial Context......Page 74 Major Lessons Learned......Page 75 Why Metrics?......Page 76 The Total Quality Management Experience at One Company......Page 77 What Are Metrics?......Page 78 Why Metrics?......Page 79 Understanding the Differences Between Metrics......Page 80 Major Lessons Learned......Page 82 Metrics and Corporate Strategy......Page 83 Gaps as Indicators of Strategic Problems......Page 84 Gaps as Indicators of Tactical Problems......Page 85 Major Lessons Learned......Page 86 Process Thinking: Understanding the Importance of Processes......Page 87 Overview......Page 88 What Is a Process?......Page 89 Resource Management Process......Page 90 Other Processes......Page 91 Overview......Page 92 Operation......Page 93 Delay......Page 94 Storage......Page 95 Positioning of Activities......Page 96 Overview......Page 98 The Process as Formally Documented......Page 99 The Process as It Should Exist......Page 100 Overview......Page 101 Identify the Critical Customer/Product Traits......Page 102 Assess the Performance of the Current System in Light of the Customer- Based Metrics......Page 103 Major Lessons Learned......Page 104 Disposition Tactics......Page 105 A Caution Regarding Process Change......Page 106 Major Lessons Learned......Page 107 Overview......Page 108 The Importance of Knowing the Desired Outcomes......Page 109 Major Lessons Learned......Page 110 Capacity: Understanding the Basics......Page 111 Measuring Capacity......Page 114 Major Lessons Learned......Page 117 Safety Capacity......Page 115 Making the Transition from Volume to Output......Page 116 Capacity in Isolation to Capacity of the System......Page 118 Measuring Capacity at the Activity......Page 119 Major Lessons Learned......Page 120 Overview......Page 121 Production Scheduling: Defining the Concept......Page 122 The Problem of Production Scheduling: Solving the Wrong Problems and Hiding Others......Page 123 Prerequisites for Effective Production Scheduling......Page 124 Overview......Page 125 Bottlenecks: The Key to Simplified, Effective Scheduling......Page 126 Major Lessons Learned......Page 128 Why Be Concerned with Setup?......Page 130 What Is Setup?......Page 131 General Guidelines for Managing Setups......Page 133 Lot Sizing: A Review......Page 134 Setup Costs: An Example......Page 135 Major Lessons Learned......Page 137 Why Inventory Accuracy......Page 138 The Need for Record Accuracy......Page 139 Major Lessons Learned......Page 140 The Fallacy of Inventory Management through FIAT......Page 141 What Is Inventory?......Page 142 Transit......Page 143 Seasonal......Page 144 Major Lessons Learned......Page 145 Forms of Inventory......Page 146 Major Lessons Learned......Page 147 Develop Categories of Inventories......Page 148 ABC and Inventory Control......Page 149 Doing ABC Analysis......Page 150 Major Lessons Learned......Page 151 Doing ABC Analysis: The Answer......Page 152 Major Lessons Learned......Page 153 The Problem of the "Slow Movers”......Page 154 Strategies for Managing Slow Movers......Page 155 Major Lessons Learned......Page 156 Overview......Page 157 Defining Inventory Accuracy......Page 159 The Structure for Inventory Accuracy......Page 161 An Effective Cycle-Counting Program: The Key to High Inventory Accuracy......Page 163 Major Lessons Learned......Page 166 Overview......Page 168 Defining the Concept of Part Numbering......Page 170 Assigning Part Numbers: To Be Significant or Not To Be Significant......Page 171 Reasons for Using Significant Part Numbers......Page 172 Part Numbering vs. Storage and Retrieval of Information......Page 175 Part Numbering: When To Change the Number......Page 177 How To Handle Prototypes......Page 178 How To Handle Design Revisions......Page 179 Another Look at Part Numbering: One Reader's Perspective......Page 180 Major Lessons Learned......Page 182 The Problem......Page 183 Defining the Bill of Materials......Page 184 Product Definition......Page 185 Service Part Support......Page 186 Planning and Scheduling......Page 187 Terms and Definitions......Page 188 Revisiting Bills of Material......Page 189 Major Lessons Learned......Page 191 Overview......Page 192 What Are the Savings?......Page 193 Overview......Page 196 The Power of WIIFM......Page 197 Major Lessons Learned......Page 198 You Don’t Understand Costs......Page 199 True Cost Savings......Page 200 Myopic Cost Savings......Page 201 Introduction......Page 202 The Problem......Page 203 The Manufacturing Software Decision......Page 205 So What?......Page 207 Postscript: Finding a Beginning in the End......Page 208 Back To Basics: Your Guide To Manufacturing Excellence Provides A Comprehensive Reference For The Fundamental Principles Of Manufacturing. Not Only Do You Get A Solid Definition Of Basic Operational Requirements, But Also An Easy-to-understand Approach To Resolving Management Problems. Based On The Popular Back To Basics Column That Appears In Apics: The Performance Advantage, The Structure Of The Book Allows For Sufficient Development Of Each Topic Yet Is Short Enough To Be Read Quickly. Topics Include: Capacity, Inventory, Inventory Accuracy, Part Numbering, Processes, Problem Solving, And General Managerial Guidelines. Each Chapter Has Everything You Need To Understand The Issues And Their Implications. Whether You New On The Job, Or Brushing Up To Implement The Latest Technology, Back To Basics: Your Guide To Manufacturing Excellence Gives You The Information Necessary To Become An Expert - Quickly.--jacket. Why The Basics? -- Oh, No! Not Another Book On Manufacturing! -- How Can Things Be So Wrong, When Everything Seems To Be So Right? -- Why Teach Basics When The Answers Are Out There? -- Basics Are Hard, But Basics Work! -- Mapping Manufacturing Excellence: The Case Of The Mrpii System That Wasn't -- The Case Of The Mrpii Implementation That Wasn't -- Mapping The Basics Of Manufacturing Excellence -- Mapping Manufacturing Excellence: The Four Operations Pillars Of Excellence -- The Four Operations Pillars Of Excellence -- Lead Time: One Of The Basic Concepts Of Manufacturing -- Defining The Concept Of Lead Time -- Types Of Lead Times -- Major Lessons Learned -- Understanding The Components Of Manufacturing Lead Time -- Defining The Concept Of Manufacturing Lead Times -- Factors Affecting Manufacturing Lead Time -- Importance Of Monitoring The Elements Of Manufacturing Lead Time -- Major Lessons Learned -- Manufacturing Is Really Just A Balancing Act -- The Balance -- Major Lessons Learned -- Understanding Management: The Basics Of Problem-solving -- Why Problem-solving? -- Understanding The Concept Of Manufacturing's Most Fragile Asset: Information -- Defining Information -- Critical Traits Of Information -- Major Lessons Learned -- Managing Information -- Information Management -- The Fragile Nature Of Information -- Major Lessons Learned -- When Is A Problem Not A Problem? -- Problem Vs. Symptom -- Symptoms -- Urgency, Structure, And Orientation Of Problems -- Causes -- Major Lessons Learned. Steven A. Melnyk And R.t. Chris Christensen. Includes Index. As organizations move into the future, the operations environment needs to expand into Collaborative Planning and Forecast Replenishment (CPFR), Vendor Managed Inventory (VMI), and an Enterprise Resource Planning (ERP) operating system to become and remain competitive. These innovative and complex methods require an unprecedented degree of accuracy and knowledge of the basics in operations management. Back to Your Guide to Manufacturing Excellence details the key concepts necessary to expertly apply new approaches such as ERP, CPFR, VMI, and much more. Based on the popular "Back to Basics" columns that appear in the magazine The Performance Advantage, the structure of the book allows for sufficient development of each topic and is short enough to be quickly read. Topics capacity, inventory, inventory accuracy, part numbering, processes, problem solving, and general managerial guidelines. Each chapter has everything you need to understand the issues and their implications. Many careers in operations management begin with production and inventory control. When entering this field, you need to know the basics - in a hurry. Developing excellence takes time and usually comes through the "school of hard knocks". Whether new on the job, or brushing up to implement the latest technology, Back to Your Guide to Manufacturing Excellence gives you the information you need to become an expert - quickly. "Back to Basics: Your Guide to Manufacturing Excellence provides a comprehensive reference for the fundamental principles of manufacturing. Not only do you get a solid definition of basic operational requirements, but also an easy-to-understand approach to resolving management problems.". "Based on the popular "Back to Basics" column that appears in APICS: The Performance Advantage, the structure of the book allows for sufficient development of each topic yet is short enough to be read quickly. Topics include: capacity, inventory, inventory accuracy, part numbering, processes, problem solving, and general managerial guidelines. Each chapter has everything you need to understand the issues and their implications.". "Whether you new on the job, or brushing up to implement the latest technology, Back to Basics: Your Guide to Manufacturing Excellence gives you the information necessary to become an expert - quickly."--BOOK JACKET. Based on the popular "Back to Basics" columns that appear in the magazine "APICS: The Performance Advantage", this title details the key concepts necessary to expertly apply fresh approaches such as ERP, CPFR, and VMI. It includes topics such as: capacity, inventory, inventory accuracy, part numbering, processes, and problem solving. Production and inventory control is an entry point for many people entering operations management. This book provides information on critical concepts, demonstrates the multi-disciplinary nature of the basics and provides the information needed for the reader to master the field quickly