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Manufacturing Future 

PART III. 

 


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Are There Any Cures for These Problems?

Obviously, there is no magic solution, no simple cure for such complex, intertwined, and diverse difficulties. Everyone writing or speaking on these topics has some kind of fix, usually prefaced by, "We must ... negotiate more open markets ... punish unfair traders ... get rid of labor unions ... lower the cost of capital and make lenders more patient ... learn foreign ways and sell more abroad ... improve education of youth and displaced workers ... get our tort lawyers under restraint." Unfortunately, too few of these suggestions include ideas of how to do them!

The successful companies are evidence that there is real hope for

improving manufacturing operations. We do know what manufacturing is, how it should run, and what's required to run it right. Manufacturing is the conversion of low value materials to higher value products that customers will buy. It involves three basic activities:

1. Planning—assigning numbers to future events

2. Execution—converting plans to reality

3. Control—detecting significant deviations from plans and

initiating corrective actions.

The purposes of planning and execution are very different; planning defines resources needed to produce what is planned while execution applies available resources to make what is needed now.

Regardless of almost infinite varieties of materials, processes, markets, and policies, manufacturing has a common logic:

1. What products will be made? How many? When?

2. What resources are required to make them?

3. Which are already available?

4. Which are now ordered? When will they be available?

   5. What else is needed? How many? When? There are three parties linked in manufacturing: suppliers, plants, and customers. Materials should flow, not lurch, from the first, through the second, to the third. The major link is the plant's planning and control system tracking progress in all three parties' activities against plans. It handles data; people need information, meaning useful data, to make decisions. The First Law of Manufacturing, applicable to all types, states:

All benefits will be directly proportional to the speeds of flow of materials and information

Common techniques are applicable to any type manufacturing, applied, like all tools, to the specific conditions existing in each. To achieve the flexibility so essential to survive in global competition, techniques must fit the basic strategy:

Don't commit flexible resources to any specific item until the last possible moment.


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Manufacturing Knowledge you’ll not find at offsite 
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Lean Manufacturing - Balanced Scorecard 
ISO 9000:2000 - Strategic Planning - Supply Chain 
Management - MRP Vs Lean Exercises - Kaizen Blitz 
Lean Six Sigma - Value Stream Mapping

All at one Website: Good Manufacturing Practices

 


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