Information technology for manufacturing :reducing costs and expanding capabilities

• 其他作者: Ake, Kevin.
• 出版: Boca Raton : St. Lucie Press 2004.
• 稽核項: 1 online resource (xvii, 309 pages) :illustrations.
• 標題: Information technology. , Manufacturing processes Automation. , Manufacturing industries , Automation. , COMPUTERS , Manufacturing processes , Computer integrated manufacturing systems. , CAD-CAM. , Electronic books. , COMPUTERS CAD-CAM. , Manufacturing industries Information technology.
• ISBN: 0203488717 , 9780203488713
• ISBN: 1574443593
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• 附註: Includes index. Cover; Table of Contents; Introduction; 1; Manufacturing Changes in Recent Decades; Textiles; Steel; Automotive; Pulp and Paper; Food and Beverage; The Big Picture; The Rate of Change Has Increased and Continues to Accelerate; The Market Has Changed in Response to the Demands of Consumers; Companies Have Learned That Intense Efforts Must Be Made to Provide Consumers with Quality and Safety; Failures in These Areas Can Be Devastating; Retailers Wield More and More Power; Regulatory Compliance Has Become a More Pressing Issue; Consolidations and Mergers Have Become a Fundamental Tactic. They Reduce Costs, Increase Profits, and Increase Productivity and EfficiencyThe Plant's Relationships with Vendors and Suppliers Have Become More Critical; Many Companies Are Moving Toward More Use of Contract Manufacturers; The Future Role of It; 2; Manufacturing IT from the Beginning; The Development of Corporate IT; The First Engineering Applications of Computer Technology; "Lights Out Manufacturing"; Computer-Integrated Manufacturing; The Gulf between Engineering and IT; The Emergence of Personal Computers and Networks; The Aftermath of the Turf Wars; The Rise of ERP. The Invisible ComputersWhat Engineering Achieved; Y2K; The Dot-Com Boom and Bust; Conclusion; 3; The State of Manufacturing IT Today; The Cavalry to the Rescue; ERP in the Plant; BOM vs. Formula; Too Many SKUs; Scheduling Difficulties; Quality -- Not a Black and White Issue; Lack of Support for Quality; The Reasons behind ERP's Shortcomings; The Legacy of the Gulf between Corporate IT and Plant Engineering; AMR Research Report, February 2000; Unfulfilled Promises; Loss of Legacy Systems; Scheduling Queues; "Bring on the Data Entry Clerks"; "Five Minutes to Enter the Data"; A Problem of Design. Outsmarting the SystemThe Need for -- and Lack of -- IT Support; Filling in the Gaps; Was ERP Worth the Price?; Technology Mania; Buying on Faith; IT Budgets -- Past and Present; The New Order -- Hard Justification; Conclusion; 4; Ways to Cut Costs and Add Capabilities; The Value of Focusing on the Supply Chain; Worldwide Sourcing; Manufacturing's Place in the Supply Chain; Manufacturing's Role Gets Overlooked; How Manufacturing Systems Can Achieve Real Payback; Reducing Waste and Loss; How to Attack the Waste Streams; Importance of Real-Time Data; Drug Manufacturing; Food Manufacturing. Reducing Waste and Loss in Terms of MaterialsMaking Cheese; Making Cereal; Processing Coffee; Reducing Waste and Loss in Terms of Labor; A Soft Drink Plant; A Paper Mill; Informed Decision Making; Cutting Paper with Real-Time Quality Data; Reducing Overpack through Statistical Process Control; Controlling Moisture Content through SPC; Using KPIs to Support Informed Decision Making; Reducing Waste through Supplier Integration; Reducing Waste through Management of Quality; Providing New Capabilities; The Use of Overall Equipment Effectiveness; Improving Customer Service; Reducing Set-Up Times.
• 摘要: The rate of change in manufacturing today is faster than ever. Retailers and consumers demand flexibility and responsiveness, regulatory oversight is on the rise, and increasing consolidations require companies to demonstrate cost and efficiency improvements. Information Technology for Manufacturing describes how IT can help manufacturers effectively respond to all of these changes. By reviewing common strategic errors and pitfalls as well as success stories, the book outlines how manufacturing companies can use IT to their advantage in two fundamental ways: to cut costs and to add valuable ne.
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