Contents
Preface
Introduction
PART I: AGILE MANUFACTURING
Chapter 1: A 21st Century Paradigm
Introduction
What is Agile Manufacturing?
The competitive environment of the future
The business case for agile manufacturing
A conceptual framework for agile manufacturing
Some primary generic features
Concluding comments
Key Points
References
Chapter 2: Four Core Concepts
Introduction
Conceptual aspects of agile manufacturing
A strategy driven approach
Integrating organization, people, and technology
Interdisciplinary design methodology
Concluding comments
Key Points
References
PART II: AGILE MANUFACTURING AND CHANGE MANAGEMENT
Chapter 3: The Change Implications
Introduction
Agile manufacturing implies revolutionary changes
Our past failures in advanced manufacturing
Changes on the way
The challenges of change
Concluding comments
Key Points
References
Chapter 4: The Traditional Management Accounting Paradigm
Introduction
Investment appraisal
The case against tradtional investment appraisal
Product costing
The case against traditional product costing
Performance measurement and control systems
The case against traditional performance measurement and control systems
Concluding comments
Key Points
References
Chapter 5: The Traditional Organizational, Control, Technological and Design Paradigms
Introduction
The tradtional organizational and control paradigms
The case against using the Taylor Model in manufacturing
Tradtional problems in the workplace
Organizational issues and benefits
The role of technology
The end of technological dominance
The design paradigm
The case against traditional design practices
Concluding comments
Key Points
References
PART III: AGILE MANUFACTURING ENTERPRISE DESIGN
Chapter 6: Agile Manufacturing Enterprise Design
Introduction
The Iacocca Institute agile manufacturing infrastructure
The agile manufacturing enterprise design problem
Systems concepts as the basis of manufacturing theory
Some important systems concepts
A modern concept of manufacturing systems
Joint technical and organizational design as a model for the design of agile manufacturing enterprises
Total enterprise design
Concluding comments
Key Points
References
Chapter 7: The Enterprise Design Process
Introduction
Insights into design processes
Designing computer based technologies
Adapting the spiral strategy to agile manufacturing enterprise design
Concluding comments
Key Points
References
Chapter 8: Interdisciplinary Design
Introduction
Success and failure in systems design
What is interdisciplinary design?
The main issues
A simple design example
Some interdisciplinary insights
The problems of interdisciplinary design
Job design and technological form
The role of allocation of functions in interdisciplinary design
Some theoretical insights
Concluding comments
Key Points
References
Chapter 9: Management Accounting and Investment Appraisal
Introduction
Central issues
Activity based costing
Investment appraisal
Relevance of new management accounting thinking
Appraisal of agile manufacturing
Concluding comments
Key Points
References
PART IV: SKILL AND KNOWLEDGE ENHANCING TECHNOLOGIES FOR AGILE MANUFACTURING
Chapter 10: Skill and Knowledge Enhancing Technologies
Introduction
Scheduling -- an example of a technology oriented approach
An interdisciplinary view of scheduling
Technology design strategies
Design issues
A conceptual framework for the design of skill and knowledge enhancing technologies
Design concepts
The role of knowledge-based systems
Concluding comments
Key Points
References
Chapter 11: Design of Skill and Knowledge Enhancing Technologies for Machine Tool Systems
Introduction
Historical overview
Description of design requirements
Geometry definition methods
Decision support for selection of cutting parameters
Design enhancements
Concluding comments
Key Points
References
PART V: AGILE MANUFACTURING: THE FUTURE
Chapter 12: Issues, Problems, and Future Developments
Introduction
Issues and Problems
Future Developments
Final comments
Key Points
References
Index
