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أخواني في الله أحضرت لكم كتاب Tool and Manufacturing Engineers Handbook - Volume V - Manufacturing Management FOURTH EDITION A reference book for manufacturing engineers, managers, and technicians Raymond F. Veilleux Staff Editor Dr. Louis W. Petro ConsuIting Editor Produced under the supervision of the SME Reference Publications Committee incooperationwith the SME Technical Divisions
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CONTENTS VOLUME MANAGEMENT Symbols and Abbreviations . xi Section 1-Operations and Strategic Planning Planning 1-1 Management Control 2-1 Planning and Analysis of Manufacturing Investments . 3-1 Cost Estimating and Control 4-1 Section 2-Managerial Leadership and Its Foundations Philosophy and Culture of Manufacturing Management . 5-1 Organization . 6-1 Manufacturing Leadership Section 3-Human Resources Workforce Development . 9-1 Workforce Management . Legal Environment for Labor Relations . 11-1 Management Concerns for Occupational Safety and Health 1 Section Interface Design for Manufacture 13-1 Standards and Certification . 1 Manufacturing 1 Computer-Integrated Manufacturing . 1 Project Management 17-1 Section 5-Resource Utilization Facilities Planning 1 Equipment Planning 19-1 Production Planning and Control 1 Materials Management 2 1 Section 6-Quality Quality Management and Planning 1 Achieving Quality . 23-1 Quality Cost and Improvement 24-1 Index . ix CO V-MANUFACTURING Management of Technology 10-1 12- 4—Manufacturing/Engineering 14- Just-in-Time 15- 16- 18- 20- 1- 22- 1- 1SYMBOLS AND ABBREVIATIONS The following is a list of symbols and abbreviations in general use throughout this volume. Supplementary and / or derived units, symbols, and abbreviations that are peculiar to specific subject matter are listed within chapters. A L-M-N-0 Labor Management Relations Act In the place cited Manufacturing Automation Protocol Management by objectives Material requirements planning Manufacturing resources planning National Bureau of Standards Numerical control National Institute for Occupational Safety and Health National Labor Relations Act National Labor Relations Board National Security Council In the work cited Occupational Safety and Health Administration (Act) American National Standards Institute American Production and Inventory Control Society American Society for Quality Control LMRA Loc. cit. ANSI APICS MAP MBO MRP MRP II ASQC C-D-E NBS Computer-aided design / computer-aided NC manufacturing Computer-aided process planning Computer-integrated manufacturing Computer-interfaced manufacturing Computer-integrative management (of the manufacturing enterprise) Computer numerical control Design for assembly Design for manufacture Direct numerical control CAD/ CAM NIOSH CAPP NLRA NLRB C1M CIM I CIM II NSC Op. cit. OSHA CNC DFA DFM DNC R-S-T-W Eq. Equation Research and development Return on investment R&D ROI F-G-H-l-J Society of Manufacturing Engineers Statistical process control Technical and Office Protocol SME Fig. Figure SPC Fifth-generation management Failure mode and effects analysis Flexible manufacturing system(s) Foot FGM FMEA FMS ft or ' TOP WIP Work in process Alpha Approximately equal to Degree Greater than Greater than or equal to Less than a GT Group technology hr Hour Ibid. In the same place Inch Initial Graphic Exchange Specification International Organization for Standardization in. or " < 1GES < Less than or equal to ISO Mu Percent Plus or minus Sigma (summation) A ABC analysis, 21-5 example, 21-6 (Table 21-4) sample worksheet, 15-18 (Fig. 15-12) Absenteeism, 10-43 Acceptance testing, technology application, Access control systems, 18-21 security control, 18-22 Accident investigations, 12-20 checklist, 12-21 (Table 12-5) personnel, 12-21 Accident prevention programs, 12-16 development of, 12-2 Accident reports (see also Occupational injuries and illnesses), 12-21 Accounting, just-in-time manufacturing, 15-33 Accounting control systems, management conAccounting rate of return, 3-39 example, 3-39 (Table 3-10) Advanced manufacturing technologies, manuAdult education, 9-19 AEM (see Hitachi assemblability evaluation Affiliation network, 6-3 Age discrimination (see Discrimination) Aggregate planning, 20-7 AGVs (see Automated guided vehicles) AIAG (see Automotive Industry Action Group) Air conditioning (see HVAC systems) Air pollution, 18-27 Alcoholism (see Substance abuse) 1 American National Standards Institute, 14-2, American Production and Inventory Control Society, 10-17 American Society of Heating, Refrigeration and Air Conditioning Engineers, 18-23, ANSI (see American National Standards InstiAPICS (see American Production and InvenAppraisal costs, quality systems, 15-15 (Table Arbitration, 11-5 Arborist program, 3-25 sample printout, 3-26 (Fig. 3-13) Aristotle, 5-2 “As Is” manufacturing system, 8-12 ASHRAE (see American Society of Heating, Refrigeration and Air Conditioning Engineers) AS/RS (see Automated storage and retrieval systems) Association for Quality and Participation, Association of Iron and Steel Electrical EngiAutomated assembly systems, 16-10 basic concepts, 16-10 (Fig. 16-5) Automated guided vehicles, 16-12 Automated storage and retrieval systems, Automated workcenters, budgeting, 4-6 Automotive Industry Action Group, 21-10 8-20 trol, 2-8 facturing design, 13-5 delivery systems, 9-20 method) 14-7 18-24 tute) tory Control Society) 15-9), 24-4, 24-5 (Table 24-4) 23-13 neers, 12-1 16-1 1 purchase release form, 21-11 (Fig. 21-10) Award programs (see Suggestion award proAxiomatic design, 13-12 p m s ) Baselines, planning tool, 8-11, 8-12 (Fig. Batch manufacturing, cost estimating, 4-8 Behavior problems, 10-20 Behaviorist theory of motivation, 7-8 Benchmark alternatives, 3-14 Bhopal accident, 5-7 Black and Decker, 15-1 Blanket orders, 21-12 Bonus programs, 10-10 Boothroyd-Dewhurst DFA method, 13-19 Boycotts (see Strikes) Broad span management, 6-10 Budgeting 4-3 automated workcenters, 4-6 management control, 2-6 project planning, 17-6 quality costs, 24-2 Building integrity, 18-20 Business strategy capital investment analysis example, 3-28 example, 3-5 (Table 3-1) relationship to manufacturing investment, relationship to manufacturing strategy, 8-14) 3-4 19-3 C CACE (see Computer-assisted cost estimating) architecture, engineering, and construction design for manufacture, 13-9 electrical/electronics systems, 16-5 market segments and growth, 16-5 (Figs. 16-2 and 16-3) plant layout, 18-11 standards, 16-6 technical publications, 16-6 electronics, 16-7 mechanical, 16-6 Capability index, 23-9 Capacity planning, 20-11 Capital expenses equipment, 3-19 project budgeting, 17-6 project planning, 17-6 turing investments), 3-28 example of, 3-28, 3-41 business strategy, 3-29 decision tree, 3-36 dynamic modeling, 3-32 economic translation, 3-32 investment decision, 3-36 manufacturing strategy, 3-29 operational plan, 3-30 CAD, 16-4 systems, 16-6 CAE, 16-6 Capital investment analysis (see also Manufacfinancial analysis, 3-30 traditional, 3-38 CAPP, 16-7 Carrier Sense Multiple Access with Collision Detection, 16-17 Carson, Rachel, 5-8 CASA/SME (see Computer and Automated Systems Association of the Society of Manufacturing Engineers) after tax summary, 3-43 (Table 3-17), 3-46 Cash flows, 3-49 3 Cash flows (cont.) (Table 3-26) dealing with, 3-50 definition, 3-49 earnings compared with, 3-50 (Tables 3-28 estimating, 3-5 1 investment analysis, 3-39 (Table 3-9), 3-40, 3-45 (Table 3-24), 3-46 (Table residual value, 3-51 and 3-29) 3-25) CB (Certification Body) scheme, 14-4 CEE (see Commission for Conformity CertifiCellular manufacturing, 20-26 Ceilings, 18-13 cleaning, 18-14 Certification, 14-7 international, 14-3 self-certification, 14-7 third party, 14-8, 14-9 (Fig. 14-4) vendor, 21-13 cation of Electrical Equipment) Chandler, Alfred, 16-22 Changeover reduction, just-in-time manufacChernobyl accident, 5-7 Cicero, 5-2 CIM (see Computer-integrated manufacturing) CIM wheel, 16-2 (Fig. 16-1) CIM I (see Computer-interfaced manufacturCIM I1 (see Computer-integrative manageCivil Rights Act of 1964, 11-6 Cleaning equipment, 18-1 5 Closed circuit television, security control, 18-22 security device, 18-21 turing, 15-8, 15-14, 15-31 ing) ment) CNC (see Computer numerical control) Coaching, 9-18 Cogeneration, 18-25 equipment, 18-26 fuels, 18-26 power demands, 18-25 factor influencing compensation, 10-2 good faith bargaining 11-3, 11-4 Combustible materials, storage, 18-18 Commission for Conformity Certification of Commodity analysis, just-in-time manufacturCommunication, 7-10, 10-29 Collective bargaining, 11-2, 11-3 Electrical Equipment, 14-4 ing, 15-16 (Figs. 15-10 and 15-11) barriers to, 7-11 medium, 7-10 model, 7-11 (Fig. 7-7) organizational setting, 7-10 Communications network, 6-3 Communities factor in site selection, 18-6 form €orcomparing data, 18-8 (Table 18-4) Company policies (see Management policies) Company standards program 14-4 communication, 14-9 development external, 14-7 (Table 14-3), 14-8 (Table internal, 14-6 (Fig. 14-2) external, 14-5 internal, 14-5 organization and personnel, 14-5 14-4) Comparable worth, factor influencing compenCompensation, 10-1 sation, 10-2 factors influencing, 10-2 hourly rate pay programs, 10-4 salary programs, 10-10Complaints, 10-43 nonunion environment, 10-46 Compound interest, 3-38 tables, 3-52 Computer-aided design (see CAD) Computer-aided engineering (see CAE) Computer-aided instruction, 9-18 Computer-aided process planning (see CAPP) Computer and Automated Systems Association of the Society of Manufacturing Engineers, Computer-assisted cost estimating, 4-12 Computer-integrated manufacturing, 2-21, benefits, 2-25, 16-4 (Table 16-1), 16-21 definition, 2-25, 16-1 design for manufacture, 13-10 forces in shaping, 16-3 graphic representation, 16-2 (Fig. 16-1) group technology, 16-7 implementation, 16-3, 16-20 issues, 2-25 justifying, 16-20 management control systems, 2-4, 2-1 1 planning for, 16-20 survey conclusions, 2-27 survey observations, 2-26 technologies, 16-4, 16-15 five threads of, 16-27, 16-28 (Fig. 16-20) eighth-level model, 16-25 (Fig. 16-15) logic of, 16-23 organizational structure in, 6-7, 6-8 (Table Computer-interfaced manufacturing (CIM I) logic of, 16-23 organizational structure in, 6-7 Computer numerical control, 16-13 Computing technology CIM, 16-15, 16-23 (Fig. 16-11) control hierarchy, 16-15 (Fig. 16-8) CNC (see Computer numerical control) Contingency theory of leadership, 7-3 Continuing education, 9-19 Contracts, 17-17 16-2 16-1 (Table 16-3) Computer-integrative management (CIM TT) 6-1) delivery systems, 9-20 intellectual property protection, 17-19 liability under, 17-20 modification, 17-18 procurement, 2 1-12 types of, 17-17, 17-18 flow of authority in, 5-6 (Fig. 5-2) stockholders, 5-5 transfer of authority in, 5-5 Cost accounting systems actual, 2-9 allocation of costs, 2-10 computation of product costs, 2-1 1 facilitation of process control, 2-10 full costing, 2-10 just-in-time manufacturing, 15-34 management control, 2-9 standard, 2-9 variable costing, 2-10 definition, 4-2 examples, 4-3 (Table 4-1) definition, 4-1 management control, 2-15 batch manufacturing, 4-8 computer assisted, 4-12 cost review process, 4-8 Copyrights, 17-19 Corporation, 5-5 Cost centers Cost control Cost estimating (see also Cost review process), 4-6 Cost estimating (cont.) definition, 4-1 economic translation, 3-19 labor costs, 4-7 manufacturing investments, 3-19 material costs, 4-7 products, 24-2 required input, 4-7 Cost estimating grid method, 4-7, 4-9 example 4-8 (Fig. 4-1) integration with learning curves, 4-1 1 Cost forecasting (see also Cost estimating), flow shop, 4-8 4-12 parametric estimating systems, 4-12 work progress forecasting algorithms, 4-13 composite, 3-47 financial analysis of investments, 3-38, inflation, 3-49 Cost of debt, 3-48 Cost of equity, 3-48 Cost overruns, 17-18 Cost recovery, 4-1 automated workcenters, 4-6 budgeting for, 4-3 Cost reduction programs, 10-36 Cost-reimbursement contracts, 17-17 cost-plus-award fee, 17-17 cost-plus-fixed fee, 17-17 cost sharing, 17-17 cost without fee, 17-17 Cost of capital 3-40 Cost review process (see also Cost estimating) 4-8 establishing date, 4-9 cost estimating for, 4-9 CPM (see Critical path method) CPR (see Current product review) Critical path method, 17-4, 17-13 Crosby, Phil, 22-10, 23-12 CSMA/CD (see Carrier Sense Multiple Access with Collision Detection) Current product review, just-in-time manufacturing, 15-26 charts, 17-9 Data management, CIM, 16-2, 16-15 Davis-Bacon Act of 1931, 10-2 Debt, cost of (see Cost of debt) Decision analysis, 3-23 Decision data system, plant layout, 18-11 Decision making, group behavior, 7-9 Decision trees, 7-4 decision analysis, 3-25 examples, 3-26 (Fig. 3-13), 3-27 (Fig. flowchart, 7-5 (Fig. 7-3) use of in capital investment analysis examDedicated facilities, repetitive manufacturing, Delegation of authority, 6-1 Demand forecasting, 20-5 simulation of, 20-27 Deming, Dr. W. Edwards, 22-13 Dental insurance, 10-13 Department of Energy, 18-23 Departmentalization (see Organizational subDesign engineering, just-in-time manufactur- 3-14) ple, 3-32, 3-36 (Fig. 3-18) 21-17 units) ing, 15-12, 15-26 Design failure mode and effects analysis (see Design for assembly, 13-19 Design for manufacture (see also Parts design), Failure mode and effects analysis) 13-1 advanced manufacturing techniques, 13-5 basics, 13-2 benefits of specialization, 13-7 (Fig. 13-8) changing needs, 13-5 comparison of methodologies, 13-30, 13-31 (Fig. 13-29) computer-aided, 13-25 decision categories, 1-10 (Table 1-1) cost reduction, 13-7 flexibility, 13-8 guidelines, 13-14 imperatives for, 13-1 1 interactions, 13-2 (Fig. 13-1) objectives, 13-9, 13-11 organizational issues, 13-5, 13-6 (Fig. methodologies, 13-12 process, 13-2, 13-10 (Fig. 13-12) quantitative evaluation, 13-19 specialization, 13-6 tools, 13-13 (Fig. 13-14), 13-25 Design process, 13-2 definition, 13-3 13-7) factors in conceptual phase, 15-24 (Table 15-12) iterative nature of, 13-4 manufacturability, 13-7 phases, 13-3 (Fig. 13-2) problem definition, 13-3 problem solving, 13-3 reports, just-in-time manufacturing, 15-25 new product development, 23-2 team members, 23-4 (Table 23-1) (Table 15-13) Design review Design team approach, 13-1 1 DFA (see Design for assembly) DFM (see Design for manufacture) Digital interfacing (see Computer-interfaced manufacturing) Direct labor costs definition, 4-2 determination of, 4-4 estimating, 4-7 obtaining estimates for, 3-21 project budgeting, 17-6 estimating, 4-7 obtaining estimates for, 3-22 variances, 2-9 Disaster control, 18-16 preventive planning, 18-16 procedures, 18-19 Disasters, types of, 18-16 Discipline, 10-42 nonunion environment, 10-46 Discrimination age, 11-7 employment, 11-3, 11-6 forcing employer to, 11-4 handicapped, 11-7 hiring practices, 11-6 national origin, 1 1-7 race, 11-6 religion, 11-7 sex, 11-7 Distributed numerical control, 16-13 example of system integration, 19-12 typical layout, 16-13 (Fig. 16-7) Distribution, just-in-time manufacturing, 15-33 DNC (see Distributed numerical control) DOE (see Department of Energy) Drug addiction (see Substance abuse) Direct material costs, 4-2INDEX Dynamic modeling (see also Models) capital investment analysis example, 3-32 manufacturing systems, 3-6 E EAP (see Employee assistance programs) Early manufacturing involvement, just-in-time Economic spreadsheet, 3-15 Economic translation, 3-14 manufacturing, 15-26 categories, 3-15 example, 3-16 (Fig. 3-10) benchmark alternatives, 3-14 capital investment analysis example, 3-32 incremental comparison of alternatives, EEOC (see Equal Employment Opportunity Emergency planning, 12-22 3-15 Commission) fires, 12-22 first aid, 12-22 physician for, 12-22 Emergency power, 18-19 EM1 (see Early manufacturing involvement) Employee assistance programs, 10-15 Employee benefits, 10-11, 11-7 employee assistance programs, 10-15 health awareness programs, 10-13 insurance, 10-12 mandatory, 10-12 miscellaneous, 10-13 pay for not working, 10-12 pensions, 10-13 Employee handbook, 10-45 Employee orientation (see Orientation) Employee recruitment (see Recruitment) Employee referrals, 9-5 Employee representation, 11-2 Employee rights, 11-1 interference with union organizing, 11-3 under OSHA, 12-5 (Table 12-2) union organizing, 11-1 Employee selection (see Selection) Employee services, 10-16 Employee testing, 11-6 Employer’s rights and responsibilities, 10-42 Energy audits, 18-23 Energy conservation, 18-24 Energy management (see also Utilities), 18-23 conservation, 18-24 standards, 18-23 sources, 18-24 Energy sources, 18-24 Engineering changes, 13-4 occupational safety, 12-12 under OSHA, 12-4 (Table 12-1) cost of, 13-4 (Fig. 13-4), 13-8 (Fig. 13-11) minimizing, 13-8 phased product development, 13-6 (Fig. Engineering economics (see Financial analysis) Environmental impact, factor in site selection, Environmental protection, 18-26 Environmental Protection Agency, 18-24, EPA (see Environmental Protection Agency) Equal Employment Opportunity Commission, Equal Pay Act of 1963, 10-2 Equipment installation, 19-14 Equipment planning, 19-1 Equipment selection (see also Technology se- 13-6) 18-5, 18-7 jurisdictions, 18-27 (Table 18-5) 18-26 11-6 issues, 19-4 lection), 19-4 Equipment selection (cont.) criteria development, 19-5 example, 19-4, 19-5 (Table 19-2) process of, 19-6 steps, 19-7 (Fig. 19-4) Equity, cost of (see Cost of Equity) Equity theory of motivation, 7-7 Ethics international business, 5-11 manufacturing managers, 5-10 industrial facilities, 18-18 security measures during, 18-18 Expectancy theory of motivation, 7-8 model, 7-8 (Fig. 7-5) Expected value, 3-25 Explosives storage of, 18-18 Expense costs, project budgeting, 17-6 Expense rate, determination of, 4-4, 4-6 Evacuation F Facilities planning, 18-1 disaster control, 18-16 energy management, 18-23 housekeeping, 18-12 layout, 18-8 pollution abatement, 18-26 security, 18-19 site selection, 18-1 Factory overhead variance, 2-10 Failure costs, of quality systems, 15-18 (Tables 15-10 and 15-11), 24-5, 24-6 (Table 24-5) Failure mode and effects analysis, 13-27, 24-4 forms, 13-28 (Figs. 13-26 and 13-27) job hazards, 12-18 (Fig. 12-8) new product development, 23-2 Fair employment practices, 11-6 Fair Labor Standards Act, 10-2, 11-5 FARs (see Federal Acquisition Regulations) FAS (see Flexible assembly systems) Fasteners, parts design, 13-16 Fault tree analysis, 12-18, 12-19 (Fig. 12-9) design review, 23-4 examples, 23-5 (Fig. 23-1) Federal Acquisition Regulations, 17-17 Federal Energy Regulatory Commission, 18-26 Feigenbaum, A.V., 22-10, 22-14 Fein, Michael, 10-8 FERC (see Federal Energy Regulatory ComFiduciary responsibilities, 5-1 Fiedler’s contingency theory, 7-3 Fifth-generation computers, 16-22 Fifth-generation management (see ComputerFile transfer access method, 16-18 Financial analysis mission) ancient cultures, 5-2 model, 7-4 (Fig. 7-2) integrative management) capital investment analysis example, 3-30, 3-31 (Fig. 3-17) investments, 3-38 comparison of, 18-17 (Fig. 18-4) classification of, 18-18 (Fig. 18-5) emergency planning for, 12-22 prevention, 18-17 facilities and equipment, 12-23 training, 12-22 definition, 4-2 Fire detection devices, 18-17 Fire suppression systems, 18-17 Fires First aid, 12-22 Fixed costs Fixed-price contracts, 17-18 Flexible assembly systems, tool for processdriven design, 13-24 Flexible automation, 13-8 Flexible benefit programs, 10-1 1 Flexible budgets, 2-3, 2-4 Flexible manufacturing system, 16-9 schematic, 16-9 (Fig. 16-4) specification, 8-16 (Fig. 8-18) subsystems, 8-19 (Fig. 8-19) Flood plains, 18-19 Floors, 18-13 cleaning, 18-14 Flow shops, cost estimating, 4-8 FLSA (see Fair Labor Standards Act) FMEA (see Failure mode and effects analysis) FMS (see Flexible manufacturing system) Forecasting, 20-1 seasonality, 20-2 statistics, 20-3 theory, 20-1 firm-fixed price, 17-18 fixed price level of effort, 17-18 Ford, Henry, 5-8, 15-10, 21-17 Forecasting, just-in-time manufacturing, 15-12, 15-27 Fourth-generation management (see Computerinterfaced manufacturing) Franklin, Benjamin, 5-4 Free enterprise system, 5-3 Fringe benefits (see Employee benefits) FTA (see Fault tree analysis) FTAM (see File transfer access method) Functional network, 6-2 G G&A (See General and administrative costs) Gages, capability studies, 23-1 1 Galbreath, John Kenneth, 5-4 Gantt charts, 17-9 GE (see General Electric) General and administrative costs example, 15-26 (Fig. 15-20), 17-9 (Fig. 17-4), 17-15 (Fig. 17-7) definition, 4-2 determination of, 4-5 project budgeting, 17-6 just-in-time manufacturing, 15-1 model, 1-11 (Fig. 1-11) planning at, 1-9 General Electric General Motors, role in development of MAP, GM (see General Motors) Goal setting theory of motivation, 7-8 Grievances, 10-43 Grounds, 18-14 Groundwater protection, 18-28 Group behavior, 7-9 19-7 GPSS, 3-7 decision making, 7-9 disadvantages, 7-10 Homan’s model, 7-9 (Fig. 7-6) standards of conduct, 7-9 Group technology, 13-25, 16-7 benefits, 16-8 manufacturing strategy, 19-3 work flow patterns, 20-26 Guards, 18-22 H Handicapped worker discrimination (see Discrimination) 1-3INDEX Harley-Davidson, just-in-time manufacturing, Harrington, Joseph, Jr., 16-1,16-27 Hazard communication standard, 12-4 Hazardous wastes, 18-28 Hazards (see also Occupational safety), 12-16 analysis of, 12-16 failure mode and effect analysis, 12-18 fault tree analysis, 12-18,12-19 (Fig. workplace, 12-17(Fig. 12-7) 15-1 (Fig. 12-8) 12-9) control methods, 12-20 control of, 12-18 cost effectiveness evaluations, example, 12-17(Fig. 12-6) evacuation, 18-18 inspections for, 12-20 components, 10-14 evaluation, 10-14 goals, 10-14 starting, 10-14 Health awareness programs, 10-13 Health insurance, 10-13 Heat recovery systems, 18-25 Heating (see HVAC systems) Herzberg, Frederick, theory of motivation, 7-7 Hiring practices, 11-6 Hirshleifer, Jack, 3-23 Hitachi assemblability evaluation method, Holidays, 10-12 Homan’s model of human behavior, 7-9 (Fig. Hourly rate pay programs, 10-4 Housekeeping (see also Maintenance), 18-12 design considerations, 18-14 equipment, 18-15 just-in-time manufacturing, 15-4,15-21 management policies, 10-41 staff, 18-14 supplies, 18-14 types of facilities, 18-12 Human resources management control, 2-13 project planning, 17-5 HVAC systems, 18-24,18-25 legislation, 9-7(Table 9-1) 13-19 7-6) I IBM, planning at, 1-9, 1-12(Fig. 1-12) IDEF model, 8-8, 8-13 examples, 8-9(Fig. 8-9),8-14(Fig. 8-16), nomenclature, 8-8 (Fig. 8-8) IEC (see International Electrotechnical Commission) IEC System for Conformity Testing to Standards for Safety for Electrical Equipment, IECEE (see E C System for Conformity Testing to Standards for Safety for Electrical Equipment) IGES (see Initial graphics exchange standard) IMPROSHARE (IMproved PROductivity through SHARing) plans, 10-8 Indirect labor costs 8-15(Fig. 8-17) 14-4 definition, 4-2 budgeting, 4-5 Indirect manufacturing costs definition, 4-2 determination of, 4-5 obtaining estimates for, 3-19 Industrial facilities cleaning, 18-14 ceilings, 18-13 Industrial facilities {cont.) dedicated for repetitive manufacturing, floors, 18-13 grounds, 18-14 housekeeping, design considerations, 18-14 roadways, 18-14 roofs, 18-13 types of, 18-12 walls, 18-13 21-17 Industrial Revolution, 5-3 Industrial safety (see Occupational safety) Industrial Technology Institute, 3-7 Influence network, 6-3 Information definition model (see IDEF model) Information resource management, component Initial graphics exchange standard, 16-6 Inspection (see Quality inspection) Insurance factor in disaster control, 18-19 fringe benefits, 10-12 Intellectual property protection, 17-19 copyrights, 17-19 licenses, 17-19 patents, 17-19 trade secrets, 17-20 trademarks, 17-20 Internal rate of return, 3-40 calculation examples, 3-41 (Tables 3-13 International Business Machines (see IBM) International Electrotechnical Commission, International Organization for Standardization, of CIM, 16-2 and 3-14),3-44(Table 3-19) 14-3 14-3 definition of standards, 23-15 role in development of MAP, 19-8 guidelines, 9-8(Fig. 9-5) problems in, 9-7 techniques, 9-6 types of, 9-6 Inventory control documentation, 21-15 Inventory costs, obtaining estimates for, 3-22 Inventory management, 21-1 demand, 21-2 just-in-time, 21-6 replenishment, 21-2 safety stock, 21-2,21-3 (Table 21-1) seasonal demand graph, 21-3(Fig. 21-3) theoretical basis, 21-3 use of forecasting in, 21-1 warnings, 21-6 Interviews Inventory planning, 20-9 IRM (see Information resource management) Ishikawa diagram, 23-14 (Fig. 23-8),24-11, IS0 (see International Organization for Stan- 24-12(Fig. 24-12) dardization) J JIT (see Just-in-time manufacturing) Job analysis, 9-1 linear model of, 9-5 (Fig. 9-3) purpose of, 9-2 task analysis, 9-4 task inventory, 9-3 tools and techniques for, 9-2 development of, 9-3 examples, 9-3(Fig. 9-l),9-4(Fig. 9-2) purpose of, 9-2 Job enrichment, 10-28 Job descriptions Job shop production, 20-24 Job posting, 9-5 Juran Institute, 22-10 Juran model for quality costs, 22-12 (Fig. Juran trilogy, 22-11 Just-in-time inventory, 21-6 22-13) continuing improvement process, 21-7 (Fig. 21-6) definition, 21-6 example of RFQ, 21-10(Fig. 21-9) manufactured parts, 21-6 purchased parts, 21-6 reliability of supply, 21-7 visual control, 21-8 Just-in-time manufacturing, 2-18, 15-1, 16-4, control implementation, 20-20 improvements resulting from, 2-18 (Table management control systems, 2-4,2-11 planning requirements, 20-20 program phases, 15-11 conceptual design, 15-23 diagnostic review, 15-11 implementation planning, 15-24 20-19, 22-13 2-4) set-up reduction, 20-21 signal methods, 20-20 steps in program, 2-19(Fig. 2-5) themes and modules, 15-2 education, 15-4 housekeeping, 15-4 organization, 15-3 planning, 15-3 process flow, 15-7 pull system, 15-9 quality improvement, 15-5 set-up and changeover reduction, 15-8 supplier network integration, 15-10 uniform plant load, 15-7 work scheduling, 10-17 K Kanban, 20-20 Kitting, 13-8 Knowledge-based pay, 10-10 1 Labor costs (See Direct labor costs) Labor efficiency variance, 2-10 Labor Management Relations Act, 11-1 enforcement, 11-4 rights under Section 7,11-1 Labor-Management Reporting and Disclosure Act (see Labor Management Relations Act) Labor market factor in site selection, 18-2,18-6 factor influencing compensation, 10-2 calculation of, 4-3 components of, 4-2 Labor rate variance, 2-10 Labor relations legislation, 11-1 Landrum-Griffin Act (see Labor Management Leader behavior, 7-2 team development, 9-13,9-16 Leadership (see Manufacturing leadership) Learning curves 4-10 effects of, 4-12 integrating into cost estimate grid, 4-11 Military standard 1567A, 4-11 Labor overhead rate Relations Act) paramiters and types, 4-10 (Fig. 4-2) (Table 4-5) 1-4Learning curves (cont.) realization factors, 4-1 1 civil rights, 11-6 labor, 10-2, 10-3 (Table 10-1) hiring practices, 9-7 (Table 9-1) labor management relations, 1 1-1 occupational safety, 12-1, 12-2 wage and hour, 11-5 Legislation Liability (see Product liability) Licenses, 17-19 Life insurance, 10-13 Lifecycle costs, 24-8 Limited access zones, 18-20 Line/staff management, 6-9 LMRA (see Labor Management Relations Act) Locke, John, 5-3 LOH (see Labor overhead rate) Long-term disability insurance, 10-13 Lost sales, due to quality problems, 24-8 (Fig. 24-6) Machine loading, 20-12 Machinery and Allied Products Institute Macroeconomic analysis, site selection, 18-2 Magna Carta, 5-2 Maintenance (see also Housekeeping), 19-15 method (see MAPI method) benefits of, 19-15 development of program, 19-16 principles, 19-15 security systems, 18-22 Management by objectives, 7-8 Management control, 2-1 assessment, 2-13 characteristics, 2-5 concepts, 2-4 definition, 2-1 direct labor control, 10-32 feedback function, 2-4 indirect labor control, 10-33 levels, 2-5, 2-12 operation of, 2-5 overview of systems and technologies, 2-16 process control, 2-8 tools and techniques, 2-6 financial control, 2-6 operational control, 2-6 Management control systems, 2-2 evolution of, 2-3 factors in, 2-7 (Table 2-1) models, 2-2 (Figs. 2-1 and 2-2), 2-3 (Fig. 2-3) Management environments, 10-44 Management information systems nonunion, 10-44 union, 10-48 data requirements, 17-10 (Table 17-1) plant layout, 18-1 1 project planning and control, 17-9 Management of technology, 8-1 action plan, 8-12 (Fig. 8-13) concepts, 8-1 lifecycle, 8-1, 8-2 (Fig. 8-1) management action model, 8-4 Management plans communications, 17-8 project planning, 17-7 project organization, 17-7 staffing, 17-7 tools, 8-11 Management policies disaster control, 18-19 employee relations, 10-4 1 Management policies (cont.) housekeeping, 10-41 nonunion environment, 10-45 security policy, 18-19 standards, 14-4 occupational safety, 12-11, 12-12 (Fig. Manufacturability, 13-7 Manufacturing automation protocol (see MAP) Manufacturing automation protocol and techniManufacturing cells, 16-9 Manufacturing control (see Management conManufacturing costs, types of, 4-1 Manufacturing design (see Design for manuManufacturing investments (see also Capital 12-5) cal and office protocol (see MAP/TOP) schematic, 20-21 (Fig. 20-26) trol) facture) investment analysis), 3-1 analysis and planning, 3-1, 3-38 part of strategy, 3-4 through decision analysis, 3-23 through economic translation, 3-14 analysis example, 3-28 Manufacturing leadership, 7-1 approaches to, 7-1, 7-3 (Fig. 7-1) essential components, 7-12 theories of, 7-2 situational theories, 7-3 trait theory, 7-2 CIM 11, 16-19 Manufacturing machinery auxiliary, 16-11 controls, 16-13 ethics, 5-10, 5-12 organization, 6-10 philosophy of, 5-1 CIM, 16-8 Manufacturing management Manufacturing message format service, 16-18 Manufacturing model, example, 13-5 (Fig. Manufacturing policy 13-5) model, 1-6 process of determining, 1-8 (Fig. 1-9) Manufacturing processes, planning and conManufacturing resource planning (MRP 11), trolling, 16-14 2-16, 16-24, 22-13 content, 2-17 long-range planning, 15-10 management control systems, 2-4 model, 2-17 (Fig. 2-4) results, 2-18 (Table 2-3) work scheduling, 10-17 Manufacturing resource planning systems, Manufacturing strategy 16-14 capital investment analysis example, 3-29 group technology, 19-3 interrelationship matrix, 19-4 (Fig. 19-2) relationship to business strategy, 19-3 relationship to capability and capacity, 19-3 relationship to manufacturing investment, (Fig. 19-1) 3-4 Manufacturing systems, 3-5 development of decision tree for, 3-6 dynamic modeling of, 3-6,3-35 (Table 3-8) estimate of performance, 3-7 high resolution, 3-8 rough-cut, 3-7 evolution of, 3-5 functionality of, 3-5 operational planning for, 3-6 Manuplan capital investment analysis example, 3-33 modeling manufacturing systems, 3-7, 3-9 Table 3-6), 3-34 (Table 3-7) (Fig. 3-2) MAP, 19-8, 16-23 MAP/TOP, 16-15, 16-23 application view, 16-18 building blocks, 16-19 (Fig. 16-10) future options, 16-19 network protocols, 16-16 MAPI method, 3-39 Maslow-Alderfer theory, 7-6 Master production scheduling (see also SchedAlderfer’s approach, 7-6 (Fig. 7-4) uling), 2-16, 20-7, 21-18 authorization of 20-10 example, 20-10 (Fig. 20-10) function of, 20-10 just-in-time manufacturing, 15-27 Material costs (see Direct material costs) Material handling, receiving areas, 2 1-16 Material handling systems, 19-8 estimation of costs, 19-1 1 evaluation of performance, 19-10 flow development, 19-8 identifying alternatives, 19-9 (Table 19-3) implementation of plan, 10-11 integration of subsystems, 19-11 system methodology, 19-9 (Fig. 19-5) Material requirements planning, 2-16, 16-24, 20-14 database integration, 20-17 modular implementation, 20-18 typical systems, 20-14 Material review board, 23-5 Material safety data sheets, 12-4 Materials management, 21-1 Matrix departmentalization, 6-5 Matrix management, 17-7 example, 17-8 (Fig. 17-3) MBO (see Management by objectives) McClelland theory of motivation, 7-7 Measurement systems, capability studies, Milestones, project planning, 17-4 Military standard 1567A, 4-11 Mill, John Stuart, 5-3 MMFS (see Manufacturing message format Modeling software, 3-7, 20-28 Models (see also IDEF model) 23-1 1 METASAN, 3-7 service) analysis of investments, manufacturing sysJuran model for quality costs, 22-12 (Fig. management action model, 8-4, 8-4 (Fig. manufacturing systems, 3-6 technology planning, 8-5 (Fig. 8-4) technology selection, 8-2, 8-3 (Fig. 8-2) tems, 3-35 (Table 3-8) 22-13) 8-3) Monte Carlo technique, 3-24 Motivation, 7-6, 10-20 behaviorist/goal setting theories, 7-8 content theories, 7-6 job design, 10-23, 10-25 (Fig. 10-7) process theories, 7-7 programs, 10-24 relationship to ability problems, 10-21 using personal goals, 10-22 Motivational programs, 10-24 MPS (see Master production scheduling) MRP (see Material requirements planning) MRP I1 (see Manufacturing resource planning) Multiple processing units, fifth-generation computers, 16-22 1-5INDEX Narrow span management, 6-9 National Bureau of Standards, 14-2 National Council of Industrial Safety (see NaNational Electrical Code, 14-3 National Institute for Occupational Safety and National Labor Relations Act (See Labor ManNational Labor Relations Board, 11-4 authority of, 11-5 certification of unions, 1 1-5 National Safety Council, 12-1, 12-2 NBS (see National Bureau of Standards) NEC (see National Electrical Code) Negligence, 24-7 Net present value, 3-40 definition of a standard, 23-15 tional Safety Council) Health, 12-2, 12-3 agement Relations Act) calculation examples, 3-40 (Table 3-1l), tables, 3-52 3-43 (Table 3-18), 3-46 (Table 3-27) Network Dynamics, Inc., 3-7 Network techniques, 17-4 New product development, 23-2 NIOSH (see National Institute for Occupational Safety and Health) NLRB (see National Labor Relations Board) Nodal management, 16-28 Noise abatement, 18-28 cycle of development, 23-2 OSHA sound level limits, 18-28 (Table 18-6) Nonunion environments, managing in, 10-44 Normative theory of leadership, 7-4 Occupational injuries and illnesses (see also employer liabilities, 12-25 forms for reporting, 12-8 (Fig. 12-3), 12-10 accountability for, 12-12 economic considerations, 12-11 historical development, 12-1 legislation, 12-1 management policy toward, 12-11 management strategies for, 12-11 organizations for, 12-1, 12-2, 12-13, 12-25 (Table 12-6) training, 12-14 Accident reports), 12-7 (Fig. 12-4) Occupational safety (see also Hazards), 12-1 methods, 12-14 OSHA requirements, 12-15 (Table 12-4) violations and penalties, 12-7, 12-8 Occupational Safety and Health Act, 12-2 types of violations, 12-7 Occupational Safety and Health Administraauthority, 12-2, 18-26 citations, 12-7 contesting penalties, 12-8 hearings, 12-11 noise abatement, 18-28 penalties, 12-7 poster, 12-6 (Fig. 12-2) recordkeeping requirements, 12-5 regional offices, 12-3 (Fig. 12-1) training requirements, 12-15 (Table 12-4) workplace inspections, 12-7 tion, 12-2 Occupational Safety and Health Review ComOccupational safety professional, 12-13 mission, 12-2, 12-3 Occupational safety professional (cont.) duties and responsibilities, 12-13 (Table Offshore buying offices, 21-15 Omark Industries, just-in-time manufacturing, Open systems interconnect, 16-16, 16-24 seven-layer model, 16-17 (Fig. 16-9) 12-3) 15-1 application layer, 16-18 data link layer, 16-16 network layer, 16-18 physical layer protocols, 16-16 presentation layer, 16-18 session layer, 16-18 transport layer, 16-18 Opportunity assessment, 8-5, 8-8 Opportunity identification, 8-5, 8-6 tasks, 8-8 (Fig. 8-7) process, 8-7 result, 8-7 storyboard, 8-7 (Fig. 8-6) tasks, 8-6 (Fig. 8-5) OPT (see Optimized production technology) Optimization product function, 13-10, 13-1 1 product/process concept, 13-10, 13-11 Optimized production technology, 10-17 Order entry, just-in-time manufacturing, Order pointdorder quantities, 21-3 reorder pointheorder quantity logic, 2 1-3 statistical calculations of, 21-4 Organization (see also Project organization), assessment in just-in-time manufacturing, management, 6-9 views of, 6-1 Organization charts, 6-2 formal, 6-2 15-12, 15-27 6-1 15-12 chart of command, 6-2 chart of roles and tasks, 6-2 functional network, 6-2 affiliation network, 6-3 communications network, 6-3 influence network, 6-3 informal, 6-3 Organizational management, 6-9 broad span, 6-10 centralizatiorddecentralization, 6-9 line and staff, 6-9 narrow span, 6-9 evaluation of, 6-9 situational approach, 6-9 traditional approach, 6-8 management changes, 22-11 quality management, 22-10 quality planning, 22-1, 22-2 (Fig. 22-1) advantages, 6-4 disadvantages, 6-4 functional division, 6-3, 6-5 (Fig. 6-2) geographical division, 6-5, 6-6 (Fig. 6-5) matrix departmentalization, 6-5, 6-7 (Fig. numberhit size, 6-3 planning, 1-3 process division, 6-5 (Fig. 6-3) product division, 6-5, 6-6 (Fig. 6-4) time division, 6-3 Organizational structure design, 6-8 Organizational structures Organizational subunits, 6-3 6-6) Organized labor (see Unions) Orientation, 9-9 example of checklist, 9-11 (Fig. 9-7) items to include in, 9-10 (Fig. 9-6) OSHA (see Occupational Safety and Health OSHAct (see Occupational Safety and Health OSI (see Open systems interconnect) OST system of planning, 1-11 model, 1-13 (Fig. 1-13) Ouchi, William, 7-1 1 Overhead costs, project planning, 17-7 Overtime pay, 11-5 Overtime, scheduling, 10-19 Administration) Act) P Parametric estimating systems, 4- 12 Pareto, Vilfredo, 21-5 Partnership, 5-5 Parts classification, 13-26 Parts design (see also Design for manufacture) compliance features, 13-17 (Fig. 13-16) ease of fabrication, 13-16 elimination of adjustments, 13-18 elimination of parts, 13-15, 13-19 fasteners in, 13-16 flexible components, 13-18 minimization of assembly directions, 13-16 minimization of handling, 13-17 (Fig. 13-17), 13-18 (Figs. 13-18 and 13-19) minimization of variation, 13-15 modular design, 13-15 multifunctionality, 13-16 multiuse, 13-16 Patents, 17-19 Path/goal model, 7-4 Payback period, 3-39 Payoff matrix, 3-24 PDES (see Product definition exchange speciPensions, 10-13 Performance action team, 23-13 Performance improvement, 10-36 Performance measures example, 3-24 (Table 3-4) fication) comparison of, 19-2 (Table 19-1) production operations, 20-25 purchasing department, 2 1-11 suppliers, 21-1 1 traditional vs. JIT, 2-11, 2-12 (Table 2-2) Performance review, 10-38 appraisal sheet, 10-40 (Fig. 10-10) Performance standards, 10-29 setting standards, 10-30 hourly employees, 10-30 salaried employees, 10-31 Personnel planning, 20-1 1 PERT, 17-5, 17-13 Charts, 17-9 examples, 17-5 (Fig. 17-21, 17-14 (Fig. 17-6) Peters, Thomas J . , 7-11, 16-24, 22-10 Piecework (see Production incentive plans) Planning (see Project planning or Strategic Plant layout, 18-8 Planning) computer-aided, 18-11 economic impact, 18-8 fundamentals, 18-8 just-in-time manufacturing, 15-32 (Table types of, 18-9 planning, 15-18) 18-11 fixed position, 18-10 function or process, 18-9, 18-10 (Fig. product process, 18-10 (Fig 18-3) 18-2) Plato, 5-2 PLCs (see Programmable logic controllers) 1-6PMIS (see Project management information Pollution abatement systems, 18-26 Prevention costs, of quality systems, 15-15 (Table 15-8), 24-4, 24-5 (Table 24-3) Preventive maintenance (see Maintenance) PRICE (see Programmed Review of Information for Costing and Evaluation) Principle of least commitment, 13-1 1 Pritsker & Associates, 3-7 Private property, 5-3 Problem solving, 10-34 systems) permits and reports, 18-27 finding causes, 10-35 problem definition, 10-35 problem recognition, 10-35 analytical definition, 23-7 capability index, 23-7 conceptual definition, 23-5 specification, 23-8 studies, 21-13, 23-10 Process costing, 2-9 Process-driven design, 13-24 Process capability, 23-5 flexible manufacturing, 13-9 tools for, 13-24 facility specific, 13-24 process specific, 13-24 Process flow flowchart, 15-19 (Figs. 15-13 and 15-14) just-in-time manufacturing, 15-7, 15-18, 15-32 Process planning, 8-9 Procurement, 21-8 contracts, 21-12 just-in-time manufacturing, 15-30 offshore, 21-14 repetitive manufacturing, 21-17 vendor relationships, 21-9 vendor quality and certification,*21-13 vendor selection, 21-8 Product definition exchange specification, 16-6 Product design (see Design for manufacture) Product development (see New product develProduct improvement, 24-2 baseline for analysis, 24-6 (Table 24-7) Product liability, 17-20, 24-7 incompetence, 17-20 negligence, 17-21 strict liability, 17-21 Production control, 20-1 capacity planning, 20-10 forecasting, 20-1 the production plan, 20-9 Production incentive plans, 10-4 large group, 10-7 small group, 10-6 Production planning, just-in-time manufacturProductivity improvement, 10-34 Professional codes, 5-1 1 5-13 (Fig. 5-3) opment) ing, 15-13, 15-27 Society of Manufacturing Engineers, 5-12, Profit and loss statement, example, 3-48 (Fig. Profit-sharing programs, 10-7 Profitability index, 3-40 calculation examples, 3-40 (Table 3-12), Program evaluation and review technique (see PERT) Programmable logic controllers, 16-14 Programmed Review of Information for Costing and Evaluation, 4-12 Programmed instruction, 9-18 Project closeout, 17-12 Project control, 17-8 3-20) 3-43 Project control (cont.) project execution, 17-15 tools for, 17-8, 17-14 Project management, 17-1 CIM 11, 16-30 close out, 17-12 directing, 17-10 execution and control, 17-8 implementation example, 17-12 legal environment, 17-17 planning, 17-3 reporting, 17-12 also Management information systems) software, 17-10, 17-11 (Table 17-2) report format, 17-16 (Fig. 17-8) difficulties, 17-3 responsibilities, 17-1 to client, 17-2 to line management, 17-2 to project team, 17-2 to suppliers, 17-2 Project management information systems (see Project manager, 17-1 Project organization example, 17-13 project planning, 17-7 Project planning, 17-3 budgeting, 17-6 management plan, 17-7 objectives, 17-3 resource requirements, 17-5 capital, 17-6 human, 17-5 services, 17-6 task planning, 17-4 project control, 17-1 1 project planning, 17-8 comparison with push system, 15-9 (Fig. just-in-time manufacturing, 15-9 linked, 15-10 (Fig. 15-8) overlapped, 15-10 (Fig. 15-8) production planning, 20-1 1 Purchase orders, 21-12 Purchasing (see also Procurement) just-in-time manufacturing, 15-14, 15-28 sample worksheet, 15-16 (Fig. 15-10) Project reviews Public image, of businesses, 5-8 Pull system 15-7) Q QFD (see Quality function deployment) Quality, 23-1 Quality assurance (see Quality control) Quality assurance team, 23-13 Quality audits, 22-14, 23-16 elements and procedures, 23-18 types of, 23-17 Quality circles, 10-24, 23-13 Quality control (see also Total quality control) documentation, 21-14 just-in-time manufacturing systems, 15-5 (Table 15-4), 15-14 management control, 2-14 new product development, 23-2 off-line, 13-22 standards, 22-4 (Table 22-l), 23-17 (Table suppliers, 21-14 table of contents, 22-8 (Fig. 22-9), 22-9 (Fig. 22-10) American Society for Quality Control definition, 22-3 23-3) Quality control manual, 22-7 Quality costs, 24-1 applications, 24-1 budgeting, 24-2 cost estimating, 24-2 departmental improvement, 24-2, 24-4 (Table 24-2) baseline for analysis, 24-6 (Table 24-7) data collection, 22-14 models, 22-12 (Figs. 22-13 and 22-14) relationship with quality system, 24-2 (Fig. reporting, 24-9, 24-10 (Fig. 24-8) suppliers, 24-3 Quality function deployment, 23-4 example, 23-6 (Fig. 23-2) Quality improvement, 24-9 continuous, 24-9 just-in-time manufacturing, 15-5, 15-31 problem solving, 24-9, 24-10 (Fig. 24-9), 24-11 (Figs. 24-10 and 24-11), 24-12 (Fig. 24-12) number of inspectors, 22-11 (Table 22-2) sampling, 21-15 monitoring results, 22-14 organization for, 22-10 statements and examples, 22-5 (Fig. 22-2) forms, 22-9 (Fig. 22-11) mission, policy, and plans, 22-3 new product development, 23-3 organizational hierarchy, 22-1, 22-2 (Fig. personal objectives, 22-10 (Fig. 22-12) plans, 22-7 24-1) Quality inspection, 21-15, 22-10 Quality management (see also Quality planning) Quality mission, 22-4 Quality planning, 22-1 22-1) annual plans, 22-9 control of processing, 22-8 special programs, 22-8 Quality policy, 22-5 company-wide, 22-6 specific areas, 22-7 statements and examples, 22-5 (Figs. 22-3 and 22-4), 22-6 (Figs. 22-5, 22-6, and 22-7), 22-7 (Fig. 22-8) appraisal costs, 15-15 (Table 15-9), 24-4, 24-5 (Table 24-4) Crosby 14-step program, 23-12 descriptions of, 2-11 (Table 2-5) external failure costs, 24-6 (Table 24-6) internal failure costs, 24-5, 24-6 (Table management control, 2-20 manufacturing focus, 24-4 prevention costs, 15-15 (Table 15-8), 24-4, 24-5 (Table 24-3) Quality standards, (see Standards) Queueing network theory, 3-7 Quality programs, 23-12 24-5) R Race discrimination (see Discrimination) Realization factors, 4-11 Recalls, 24-8 Receiving, 21-15 Recordkeeping requirements first aid treatment, 12-23 under OSHA, 12-5 Recruitment, 9-5 external methods, 9-6 internal methods, 9-5 example 3-25 (Table 3-5) Regret matrix, 3-25 Regulation, discouragement of, 5-8 1-7INDEX Reorder pointheorder quantity (see Order Point/ Repetitive manufacturing, 21-17 dedicated facilities, 21-17 line supply, 21-18 purchasing, 2 1-18 scheduling, 21-18 economic dimensions, 9-18 Order Quantity) Retraining, 9-17 Return on investment measure (see ROI meaRight to strike (see Strikes) Rights of employees (see Employee rights) Risk analysis, 3-23 Roadways, 18-14 sure) Robots, 16-12 flexible automation, 13-8 trends, 16-12 (Table 16-2) Robust design, 13-20 assessment of, 13-23 identifying robust concepts, 13-21, 13-22 (Fig. 13-21) minimizing source of variation, 13-22, 13-23 (Fig. 13-23) optimization, 13-21 (Fig. 13-20) variation tolerance, 13-23 Rockefeller, John D., Jr., 5-8 ROI measure, 2-4 security, 18-20 ROP/ROQ (see Order poindorder quantity) Rucker plan, 10-8 Roofs, 18-13 S S&R (see Standardization and rationalization) Safety (see Occupational safety) Safety and health committees (see also Occupational safety), 12-13 Safety inspections (see Workplace inspections) St. Thomas Aquinas, 5-2 Salary programs, 10-10 Sales planning, 20-7 Sampling, 21-15 Scanlon plan, 10-7 Scheduling (see also Master production scheduling), 20-22 determining priorities, 20-22 production, 15-13, 15-28, 20-27 shifts, 10-18 definition, 8-12 planning tool, 8-11 use in opportunity assessment, 8-8 Scenarios Schneiderman’s quality model, 22-12 (Fig. Schonberger, Dr. Richard J., 22-14 Seasonality analysis, forecasting, 20-2, 20-3 (Table 20-2) Security, 18-19 22-14) during evacuation, 18-18 implementation, 18-21 levels, 18-20 maintenance, 18-22 planning, 18-20 priorities, 18-20 Security control centers, 18-22 Security devices, 18-21 maintenance, 18-22 security control, 18-22 Selection, 9-6 decision guidelines, 9-9 steps in process, 9-6 (Fig. 9-4) Semifixed costs, definition, 4-2 Services (see also Employee services) factor in site selection, 18-6 providing for in project planning, 17-6 Set-up reduction, just-in-time manufacturing, Sex discrimination (see Discrimination) Shift scheduling, 10-18 Shop orders 15-8, 20-21 definition, 4-2 examples, 4-3 (Table 4-1) forecasting, 20-5 work authorization, 20-23 Shop rules, 10-41 Shortages, inventory, 21-5 Sick leave, 10-12 Signal methods, 20-20 SIMAN, 3-7 SIMSCRIPT, 3-7 Simulation, 3-7, 20-27 demand, 20-27 production, 20-27 Simulation software, 3-7 Simultaneous engineering, 13-11 Site selection, 18-1 community in site analysis, 18-6 labor force, 18-6 services, 18-6 site characteristics, 18-7 taxes, 18-7 transportation, 18-7 economic analysis, 18-2 environmental considerations, 18-5 labor force, 18-2 planning, 18-2 taxes, 18-4 transportation considerations, 18-2 utilities, 18-4 Skill-based pay, 10-9 Smith, Adam, 5-3, 16-22 Social obligations of businesses, 5-6 Social Security Act of 1935, 10-2, 10-12 Social systems, evolution, 5-2 Society of Manufacturing Engineers S U I T U E W Y , 18-5 (Table 18-l), 18-3 (Fig. 18-1) SLAM 11, 3-7 resource for information on CIM, 10-17 professional code, 5-12, 5-13 (Fig. 5-3) Sole proprietorship, 5-4 flow of authority in, 5-5 (Fig. 5-1) Spare parts, forecasting demand for, 20-6 SPC (see Statistical process control) Specialization benefits of, 13-7 (Fig. 13-8) manufacturing design, 13-6 Staffing, project planning, 17-7 Standardization and rationalization, 13-15, 13-25 Standards (see also Performance standards), 14-1, 23-15 advantages of, 23-16 classification, 23-15 definitions, 14-1, 23-15 development, 14-2 CAD, 16-6 external standards, 14-7 (Table 14-3), 14-8 (Table 14-4) internal standards, 14-6 energy management, 18-23 environmental protection, 18-26 external, 14-5 history, 14-1 internal, 14-4 international, 14-3 (Table 14-2) quality control, 22-4 (Table 22-1) relationship to quality, 23-15 Standards of conduct Statistical process control, 22- 13 Statistics, use in forecasting, 20-3 Stockholders, 5-5 Storage, 21-15 warehouse facilities, 21-16 Storyboarding, planning tool, 8-11 Strategic management definition, 1-2 model, 1-6, 1-7 (Fig. 1-8) Strategic planning basics, 1-1 definition, 1-3 detailed, 1-7 examples, 1-9 factors affecting need for, 1-13, 1-14 (Figs. implementation difficulties, 1-19 levels, 1-5 (Fig. 1-4) model, 1-4, 1-5 (Fig. 1-5), 1-6 organizational focus, 1-3 paradoxes of, 1-18 perspective on, 1-2 (Fig. 1-1) phases in evolution of, 1-15 (Figs. 1-16 and pitfalls, 1-19 principles of, 1-7 reasons for, 1-3 relationship to quality function, 22-12 scope, 1-4 fine-tuning, 1-13 management considerations, 1-11 attitude toward planning, 1-11 system process, 1-11 profiles in, 1-14, 1-15 (Fig. 1-18) Strategic quality planning, model, 24-2 (Fig. Strikes businesses, 5-1 1 group behavior, 7-9 just-in-time manufacturing, 15-6 Stockouts, 21-5 1-14 and 1-15) 1-17) schools of thought, 1-15 Strategic planning process 24-2) factor in unionization, 10-47 illegal, 11-4 right to, 11-1, 11-2 Substance abuse, 10-43 Suggestion award programs, 10-27 variations, 10-27 Supervisory manual, 10-45 Supplier network integration, just-in-time manSuppliers (see Vendors) Support services (see Services) Systems integration, 19-12 example, 19-12 ufacturing, 15-10 T Taft-Hartley Act (see Labor Management ReTaguchi methods, 13-20, 13-22 lations Act) loss function, 13-22, 13-23 (Fig. 13-22), 24-8 Task analysis, component of job analysis, 9-4 Task inventory, component of job analysis, 9-3 Task planning (see Project planning) Taxes, factor in site selection, 18-4, 18-7 Taylor, Frederick Winslow, 2-3, 16-22 Team development, 9-10 stages of growth, 9-10, 9-12 (Fig. 9-8) ending, 9-16 forming, 9-12 14-1) norming, 9-13 producing, 9-16 (Table 23-3) storming, 9-15 types of, -14-2-(Tadle14-1), 14-3 (Fig. typical standards for quality control, 23-17 1-8Technology application, 8-2, 8-18 acceptance testing, 8-20 detailed design, 8-19 implementation, 8-20 preliminary design, 8-19 support, 8-20 tasks, 8-18 (Fig, 8-20) Technology control assessment, management Technology planning, 8-1, 8-5 model, 8-5 (Fig. 8-4) opportunity assessment, 8-8 opportunity identification, 8-6 criteria matrix, 19-10 (Table 19-4) makebuy decision, 8-17 model, 8-2, 8-3 (Fig. 8-2) procedure, 8-13 (Fig. 8-15) review, 8-13 system building blocks, 8-17 (Fig. 8-19) system specification, 8-14 system verification, 8-16 technology planning update, 8-18 equipment selection, 19-6 schematic of process, 19-6 (Fig. 19-3) model, 1-13 (fig. 1-13) planning at, 1-11 Theory Z, 7-11 TI (see Texas Instruments) Time fences, production planning, 20-10 Time study method, work measurement, 10-30 'To Be" manufacturing system, 8-12 definition, 8-13 IDEF models, 8-14 (Fig. 8-16), 8-15 (Fig. implementation, 8-18 Token Passing on a Bus protocols, 16-17 Tooling costs, definition, 4-2 Total quality control (see also Quality control), TQC (see Total quality control) Trade secrets, 17-20 Trademarks, 17-20 Trading companies, 2 1-14 Training, 9-17 control, 2-13 Technology selection (see also Equipment selection), 8-1, 8-12 Technology transfer Test equipment costs, definition, 4-2 Texas Instruments 8-17) 22-13, 22-14 manufacturing control systems, 2-4, 2-20 economic dimensions, 9-18 first aid, 12-22 just-in-time manufacturing, 15-4 (Table occupational safety, 12-14 purchasing, 15-28 strategies, 9-18 vendors for just-in-time manufacturing, resources, 9-19 15-3) 15-30 Training programs, 23-14 Trait theory of leadership, 7-2 Transaction analysis, sample, 3-21 (Fig. 3-12) Transportation costs, 18-2 (Table 18-l), 18-3 (Table 18-1) factors in site selection, 18-2 Trend-seasonal forecast model, 20-5 (Table Trends, forecasting, 20-3 20-4) Umbrella agreements, 2 1-12 Underwriters Laboratories, 14-8 (Fig. 14-3) Unemployment compensation, 10-12 Unfair labor practices, 11-3 Unfair labor practices (cont.) management, 1 1-3 unions, 11-4 Uniform plant load, just-in-time manufacturUnion Carbide, Bhopal accident, 5-7 Union elections, 1 1-2 Union environment, managing in, 10-48 Union shop, 11-1 Unionization communicating facts about, 10-47 management response to, 10-46 certification by NLRB, 1 1-5 discrimination against members, 11-3 factor in site selection, 18-3 financial obligations to, 10-47 illegal assistance to, 11-3 interference with organizing, 11-3 management response to organizing drive, occupational safety, 12-1 right to organize, 11-1 Unsafe conditions (see Hazards) Utilities, factor in site selection, 18-4, 18-7 ing, 15-7 Unions 10-46 Work flow patterns, 20-25 cellular/focused layouts and example, 20-26 (Fig. 20-30) process queues, 20-27 traditional/functional layouts and example, Work hours, 10-18 legislation, 11-5 overtime pay, 11-5 20-25, 20-26 (Fig. 20-29) Work progress estimating systems, 4-12 Work sampling, performance standards, 10-3 1 Work scheduling, 10-17 computerized factory systems, 10-17 Worker's compensation, 10-12, 12-23 administration of, 12-25 factor in site selection, 18-3 benefits under, 12-25 coverage, 12-24 history of, 12-23, 12-24 objectives of, 12-24 Workforce development, 9-1 Workforce management, 10-1 Workplace inspections safety inspections, 12-20 under OSHA, 12-7 V Vacations, 10-12 Value analysis (see Value engineering) Value engineering, 13-28, 17-7 Variable budgets, management control, 2-6 Variable costs, definition, 4-2 VE (see Value engineering) Vendors just-in-time manufacturing, 15-26 certification, just-in-time manufacturing, certification of, 21-13 long-term considerations, 21-10 quality assurance, 2 1-14 relationships with, 21-9 scheduling, 2 1-12 selection of, 21-8 training for just-in-time manufacturing, 15-30 15-30 Ventilation (see W A C systems) Wagner Act (see Labor Management Relations Act) Walls cleaning, 18-14 exterior, 18-13 interior, 18-13 Walsh-Healey Public Contracts Act of 1936, Warehousing facilities, 21-16 Warranties 10-2 controls, 2 1-17 express, 24-7 implied, 24-7 Waste treatment, 18-27 Water pollution, 18-27 Waterman, Robert J., 7-1 1 Weber, Max, 5-3 Western Electric Corp., quality assurance Work authorization, 20-23 Work breakdown structure. 17-4 team, 23-13 examples, 17-4 (Fig. 17-1), 17-13 (Fig. 17-5) X XCELL modeling manufacturing systems, 3-8 summary printout, 3-13 (Fig. 3-8) Z Zero defects program, 23-13 Zoning ordinances, factor in site selection
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