Agile Manufacturing: The 21st Century Competitive Strategy
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Agile manufacturing is defined as the capability of surviving and prospering in a competitive environment of continuous and unpredictable change by reacting quickly and effectively to changing markets, driven by customer-designed products and services. Critical to successfully accomplishing AM are a few enabling technologies such as the standard for the exchange of products (STEP), concurrent engineering, virtual manufacturing, component-based hierarchical shop floor control system, information and communication infrastructure, etc.
The scope of the book is to present the undergraduate and graduate students, senior managers and researchers in manufacturing systems design and management, industrial engineering and information technology with the conceptual and theoretical basis for the design and implementation of AMS. Also, the book focuses on broad policy directives and plans of agile manufacturing that guide the monitoring and evaluating the manufacturing strategies and their performance. A problem solving approach is taken throughout the book, emphasizing the context of agile manufacturing and the complexities to be addressed.
what sort of task the system decides to focus on, the size, novelty, frequency and/or certainty of the stimuli which is perceived by the system can be altered. Delegating/contracting - one company (an auto assembler) had always designed its own diesel engines. However, some years ago, they decided to delegate this task, by contracting a European expert firm to design the engines, mainly because the technology involved with Diesel engines' design was changing substantially and at a very fast rate
relationships between different aspects of manufacturing performance and also the dynamic paths of improvement, which will directly impact the knowledge base, and therefore the future competencies of the company. 22 H.L. Corr~a REFERENCES 1. Alher, F. (1998) A strategic model of operational performance improvement, Ph.D. Thesis, University of Warwick Business School, U.K. 2. Browne, J. et al. (1984) Classification of Flexible Manufacturing Systems, The FMS Magazine, Vol. 2, No. 2 3. Buffa,
Agile Manufacturing: Concepts and Framework 39 day operations. In parallel, recent developments in 1T and communications offer significant opportunities for all market sectors to operate in fundamentally different ways. The idea of physically distributed teams and manufacturing is captured by the term "Extended Enterprise" and it is illustrated in Figure 9 (Waiters, 1997). In the past, manufacturing was organised primarily on a local level, in towns and cities in relative isolation. With the
chain, be computerised. CALS 44 A. Gunasekaran et aL includes a large number of standards and requirements, including the Standard for Product Data Interchange (STEP), which is the developing national standard for the definition of electronic data that describe physical products. A major challenge for firms striving for agility and for VE is the integration of information systems to support their efforts. Lack of standardization has always been a problem, even within a company or country.
perhaps best summarises all the tool references, and needs a definition in itself to better understand the basic roots of QFD. Straker (1995) describes quality tools as 'structured activities that contribute towards increasing or maintaining business quality'. By 'structured activities', Straker (1995) means repeatable and using a defined set of rules, by 'contribute', he means add value, by 'increasing or maintaining' it is meant for use in all areas of quality improvement, and for 'business