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  • Smith, Edward W. D. II
     
     Subjects
     
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  • Total quality management
     
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  • Manufacturing processes
     
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  • Industrial management.
     
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  • MSEM Thesis.
     
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  •  Managing to succeed ...
     
     
     
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    Managing to succeed in a world class manufacturing environment / Edward W. D. Smith, II.
    by Smith, Edward W. D. II
    Subjects
  • Total quality management
  •  
  • Manufacturing processes
  •  
  • Industrial management.
  •  
  • MSEM Thesis.
  • Description: 
    vii, 73 leaves : ill. ; 29 cm.
    Contents: 
    Committee members: Dr. William Gleason, Joseph Papp.
    Defining world class manufacturing -- Benchmarking to become the best in the world -- Current reality in relation to world class -- Managing organizational change -- Application -- Conclusion -- Bibliography -- Appendix A) Real life application.
    World Class Manufacturing is a concept manufacturing organzations are trying to achieve. The definiton of WCM is different for each organization. The project researched showed that organizations state the desire to become World Class without having defined how WCM fits the needs of the organization. The WCM model developed by the author consists of four components: Utilization of sound manufacturing management strategies, adoption of practices to insure teh strategies are part of teh daily activities, indentification of customer expectations developed through interaction with all business constituents and / or customers, and standardization of performance measurables to insure all cusomer expectations are met. The WCM strategies are: Total Quality Management (TQM), Employee Involvement, Self-Directed Work Teams, Root Cause Elimination / Standardized Problem Solving, Safety / Housekeeping, Environmental Awareness, Total Productive Maintenance (TPM), Set-Up Reduction, Waste Elimination Manufacturing, Simultaneous Engineering, and Quality Function Deployment.
    The strategies are essential to the progression to WCM. When the strategies are combined with the appropriate practices and customer expectations, and applied correctly World Class status can be achieved. Practices include: Benchmarking, Reengineering, Vision and Business Planning, Employee Development Training & Mentoring, and High Velocity Change. Customer expectations are based on quality, cost, and delivery but include the expectations of both external and internal customers. Examples include: complete, clear, stable processes, drawings and plans, manufacturable designs, on-time drawings, process, plans, and tool designs, on-time delivery, cost reductions, capable processes, performance consistent with budget and or quotes, a great place to work, meet customer product development timing, and zero defects.
    The model when used in conjuction with the following step application process can lead an organization on the journey to World Class Marketing and Engineering. 1. Create a clear tomorrow - Develop the vision). 2. Solicit customer expectations. 3. Perform competitive benchmarking. 4. Develop strategic imperatives. 5. Align strategic imperatives with WCM Engineering strategies. 6. Determine key process within manufacturing engineering. 7. Form teams to perform key processes. 8. Develop measureables that support imperatives, key processes, and customer expectations. 9. Develop transition plan. 10. Periodically review key measurables and corrective actions and institutionalize World Class Manufacturing Engineering.
    The correct application of the model can lead to the following results: Improved market share of nineteen percent and reduced manufacturing cost sixty nine percent over six years. Teamwork and employee involvement using waste elimination techniques accounted for much of the organization's success. Self-directed work teams, standardized problem solving and total productive maintenance drove the reduction of scrap and rework twenty seven percent, met production schedules one hundred percent of the time and reduced machine downtime from six hundred hours per year to one hundred seventy five hours for one manufacturer. Another manufacturer reduced product introduction lead times fifty percent through Simultaneous Engineering and new technology in engineering.
    The results can be obtained by periodic review of the customer expectations and the implementation of corrective actions that insure the expectations and measureables are being met.
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    Walter Schroeder LibraryMaster's ThesesAC805 .S65 1996AvailableAdd Copy to MyList

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