In this new edition of Gaining Control, the authors present best practices for optimizing control of manufacturing processes to meet business objectives. This reliable resource includes real solutions for measurable improvements in effectiveness, employee engagement, and morale. Written by leading experts, it's perfect for anyone who manages production facilities or supply chains and includes updated coverage of many new developments.

JAMES G. CORRELL is Principal of Oliver Wight Americas, Inc. Certified by the Association for Operations Management (APICS) in production and inventory management at the Fellow level, he has presented several papers at APICS international conferences.

KEVIN HERBERT has been an Oliver Wight Associate since 1998. He was formerly Eastman Kodak's director of supply chain management-logistics for Europe, Africa, and the Middle East. He is a member of APICS, and has taught students how to achieve qualification for the APICS Diploma in Production and Inventory Management (DPIM).

Klappentext

The business world is more challenging than ever. New technologies present new opportunities and the increasing demands for responsiveness and flexibility mean that manufacturing must have levels of control never imagined twenty-five years ago. In attempting to face up to all these challenges, it is often difficult to know where to begin, and this can lead to employee confusion and underperformance. Gaining Control helps you get control of manufacturing facilities and achieve increased output by retaking command with expert advice and down-to-earth writing from James Correll and Kevin Herbert, two prominent consultants from the Oliver Wight company.

Gaining Control takes you inside the Hayes Tractor Company, a fictitious company but one with all too familiar characteristics and situations. The authors expose the conditions that are causing the company to fail and miss production deadlines, leading to employee morale and discipline problems. Then, they reveal the proven and effective strategies that Oliver Wight uses to help businesses with these issues gain control of their production resources for more effective deployment—whether the resources are people, processes, or machines. Following the example of Hayes, you'll learn how to apply these best practices to your own operation, leading to better control, higher efficiency, and more satisfied employees and customers.

This fully up-to-date new edition includes twenty-four new methods, concepts, and technological advances introduced since publication of the last edition. The authors explore methodologies like Finite Capacity Scheduling and Advanced Planning and Scheduling, pointing out pitfalls and potentialities and showing you how to implement planning and scheduling enhancements across the entire business. A complete guide to manufacturing effectiveness, the book also offers expert coverage of topics such as advanced planning systems, and lean and computer- based scheduling.

Gaining Control will help you close the loop in your goals to consistently deliver on time, maximize efficiency, and reduce lead times. Combining new software, technologies, and processes with tried-and-true methods, this revised edition of a classic text will help you take command of your facilities and improve all aspects of performance.

Zusammenfassung
In this new edition of Gaining Control, the authors present best practices for optimizing control of manufacturing processes to meet business objectives. This reliable resource includes real solutions for measurable improvements in effectiveness, employee engagement, and morale. Written by leading experts, it's perfect for anyone who manages production facilities or supply chains and includes updated coverage of many new developments.

Inhalt

Acknowledgments iv

Introduction vi

Cast of Characters ix

One Out of Control 1

Two Gaining Knowledge 13

Three Constructing Routings and Work Centers 30

Four Mastering Dispatching and Scheduling 54

Five Understanding Detail Capacity Planning 99

Six Controlling the Flow of Work 143

Seven Applying Rough- Cut Capacity Planning 166

Eight Joining Forces 196

Nine Scheduling to Capacity Constraints 213

Ten Eliminating Waste and Variability 241

Eleven Advanced Planning, Optimizing, & Scheduling 283

Twelve Moving Ahead 305

Index 323