Global competition in the manufacturing arena continues to intensify, exerting unrelenting pressure for better quality, faster delivery, greater product diversity and lower price. In response, manufacturers have undergone significant, often wrenching changes to reengineer existing processes. While these changes may have resulted in substantial improvements, they have only been achieved through the expenditure of extraordinary levels of effort. And still, managers are left with the uncomfortable feeling they are falling short of market expectations.
Volume II applies the Synchronous Management principles to complex manufacturing environments, identifies the most critical implementation issues, and illustrates the key concepts with several case studies.
The main thread that runs through Volume II is that manufacturing plants can be segmented into three general categories- referred to as V-plants, A-plants, and T-plants. The behavior of real-life plants can be understood in terms of combinations of these generic plant types. Recommended strategies for implementing Synchronous Management concepts in each of these plant types is discussed.
A key feature of this volume is the use of detailed case studies to illustrate systematic processes for implementing Synchronous Management along with the attendant logistical systems. Four extensive case studies are presented in this volume, each based on an actual Synchronous Management implementation. In each case, key issues and the framework for the implementation process are described. The case study is then used to illustrate these concepts and demonstrate the implementation process.
Topics covered include:
Comments on this Book:
- Misallocation Problems
- How to Classify your Plant (V-A-T)
- Implementation Issues and examples in "V" Plants
- Implementation Issues and examples in "A" Plants
- Implementation Issues and examples in "T" Plants
- General Framework for Implementing Synchronous Management
" Synchronous Management is an indispensable hands-on guide to the practical application of constraint theory. No manufacturing manager intent on change for the better should set foot in the factory without first having read these books."
Ken Burns, President/CEO, Fairfield Manufacturing
" Synchronous Management charts one of the most rapid and reliable routes yet to a lean manufacturing enterprise. It shoud be required reading for managers in all areas of the manufacturing business."
Joe Henley, Dir of Mfg Technology, Case Corp
"After successfully implementing synchronous manufacturing strategies throughout our production operations, Synchronous Management has provided the philosophical foundation for an enterprise-wide improvement initiative that will lead us into the 21st century well ahead of the pack."
Rick Creed, Directory/Structural Business, Wyman-Gordon
"Lean Manufacturing requires a mindset change and commitment from the most senior levels in the organization down. Synchronous Management not only provides an indisputable rationale but the game plan to make it happen."
David Gaul, Shared Resource Manager, Howmet Corporation