Manufacturing Control: the Last Frontier for ProfitsKnjiga govori v jeziku direktorja podjetja, kako uspešno kontaktirati s strankami, zmanjšati operacijske stroške in zvišati dobiček. Knjiga je namenjena vodstvenemu kadru manjših in velikih podjetij. |
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Page 133
... SYSTEMS ? All companies have a formal manufacturing control system of some sort , although finding out what it is can be a real challenge . There are usually at least four versions : first , the way the system is described in its ...
... SYSTEMS ? All companies have a formal manufacturing control system of some sort , although finding out what it is can be a real challenge . There are usually at least four versions : first , the way the system is described in its ...
Page 134
George W. Plossl. Spotlighting the failures of formal systems are the many useless reports generated periodically and ignored continually . The system , defined in Chapter 1 , is the structure of records , transactions , reports , and ...
George W. Plossl. Spotlighting the failures of formal systems are the many useless reports generated periodically and ignored continually . The system , defined in Chapter 1 , is the structure of records , transactions , reports , and ...
Page 150
... formal system is faulty , it is necessary to prop it up with sub - systems . Then hot lists , staging areas and " little black books " run the operation instead of the formal system 150 Chap . 9 / Getting Maximum Control of Operations.
... formal system is faulty , it is necessary to prop it up with sub - systems . Then hot lists , staging areas and " little black books " run the operation instead of the formal system 150 Chap . 9 / Getting Maximum Control of Operations.
Contents
Laying the Foundations | 11 |
Organizing for Control | 27 |
ForecastsGood or Bad | 37 |
Copyright | |
5 other sections not shown
Common terms and phrases
achieve activities actual approach assembly average lead backlogs backorders basic benefits better bills of material Black & Decker calculated capacity planning capital centers changes Chapter companies components costs cycle dates decisions delivery demand determine develop downtime economic economic ordering quantity effective effort engineering equipment evaluating factors Figure finished products Fisher Controls forecast error formal system formula goals Henry Gantt identified increase informal systems input input/output inventory investment inventory planning lot-size inventory machine loading manpower manufacturing control system marketing master production schedule material requirements planning Materials Control measure meet necessary operations order point/order quantity order quantities ordering system organization output overtime payback period planning and control plant priority control problems production control purchased record accuracy reduced released responsible safety stock shipments significant specific statistical stockout subassemblies techniques total inventory vendors ventory weeks work-in-process