Much of the hoopla surrounding quality circles, teams, and high-performance work systems has been based on anecdotes and very thin evidence. It has not been established that those employee involvement strategies amount to anything more than another series of management fads or ruses designed to get more out of workers without giving them anything in return. This revelatory book, written by some of the skeptics, lays some of the suspicion to rest. Based on their visits to 44 plants and surveys of more than 4,000 employees, Eileen Appelbaum, Thomas Bailey, Peter Berg, and Arne L. Kalleberg concluded that companies are indeed more successful when managers share knowledge and power with workers and when workers assume increased responsibility and discretion. The study of steel, apparel, and medical electronics and imaging plants revealed much. In self-directed teams, workers were able to eliminate bottlenecks and coordinate the work process. In task forces created to improve quality, they communicated with individuals outside their own work groups and were able to solve problems. Expensive equipment in steel mills operated with fewer interruptions, turnaround and labor costs were cut in apparel factories, and costly inventories of components and medical equipment were reduced. And what did the employees think? The worker survey showed that jobs in participatory work systems often provide more challenging tasks and more opportunities for creativity. Employees in apparel had higher hourly earnings; those in steel had both higher hourly earnings and higher job satisfaction. Workers in more participatory settings were no more likely than others to report heavy workloads or excessive demands on their time. They were, however, less likely to report involuntary overtime or conflict with co-workers, and were more likely to be satisfied with their surroundings. Manufacturing Advantage provides the best assessment available of the effectiveness of high-performance work systems. Freestanding chapters near the end of the book provide full documentation of research data without interrupting the narrative flow.

How manufacturing textiles and guns transformed the United States from colonial dependent to military power. In 1783, the Revolutionary War drew to a close, but America was still threatened by enemies at home and abroad. The emerging nation faced tax rebellions, Indian warfare, and hostilities with France and England. Its arsenal—a collection of hand-me-down and beat-up firearms—was woefully inadequate, and its manufacturing sector was weak. In an era when armies literally froze in the field, military preparedness depended on blankets and jackets, the importation of which the British Empire had coordinated for over 200 years. Without a ready supply of guns, the new nation could not defend itself; without its own textiles, it was at the economic mercy of the British. Domestic industry offered the best solution for true economic and military independence. In Manufacturing Advantage, Lindsay Schakenbach Regele shows how the US government promoted the industrial development of textiles and weapons to defend the country from hostile armies—and hostile imports. Moving from the late 1700s through the Mexican-American War, Schakenbach Regele argues that both industries developed as a result of what she calls “national security capitalism”: a mixed enterprise system in which government agents and private producers brokered solutions to the problems of war and international economic disparities. War and State Department officials played particularly key roles in the emergence of American industry, facilitating arms makers and power loom weavers in the quest to develop industrial resources. And this defensive strategy, Schakenbach Regele reveals, eventually evolved to promote westward expansion, as well as America’s growing commercial and territorial empire. Examining these issues through the lens of geopolitics, Manufacturing Advantage places the rise of industry in the United States in the context of territorial expansion, diplomacy, and warfare. Ultimately, the book reveals the complex link between government intervention and private initiative in a country struggling to create a political economy that balanced military competence with commercial needs.

In the decade since the publication of Rajan Suri’s landmark book, Quick Response Manufacturing, the innovative principles of QRM have been proven with impressive results at many companies, big and small, in a variety of industries. While the key principles of QRM remain unchanged, after a decade of teaching QRM workshops to senior executives, Suri has developed a clear, concise, and accessible method of presenting QRM strategy using four core concepts: 1. The Power of Time – the huge impact time has on your entire enterprise 2. Organization Structure – how to structure your organization to reduce lead times 3. System Dynamics – understanding how interactions between jobs and resources impact time to make better decisions on capacity, lot sizes, and similar issues 4. Enterprise-Wide Application – QRM is not just a shop floor strategy, it extends across your whole enterprise including material planning and control, supply management, office operations, and new product introduction Presenting new case studies on QRM implementation, It's About Time: The Competitive Advantage of Quick Response Manufacturing illustrates how QRM can not only reduce lead times but also improve quality, reduce operating costs, and enable companies to gain substantial market share. This practical reference explains how factories in advanced nations can use QRM strategy to compete with manufacturers in low-wage countries. In addition, it provides helpful pointers for QRM implementation, including accounting strategies, novel cost-justification approaches, and a stepwise process for implementation. Also included are downloadable resources with five appendices that provide a number of practical details to assist in the success of your QRM implementation. When you are ready to start implementing QRM, you will find that these appendices contain time-saving tips to help you work through implementation issues¿including simple calculation methods and tools to support the design of your QRM strategy. You can also access these Appendices on the Downloads and updates tab on https://www.crcpress.com/9781439805961. The author, Rajan Suri, recently became one of only 10 people to be inducted into Industry Week's 2010 Manufacturing Hall of Fame.

How manufacturing textiles and guns transformed the United States from colonial dependent to military power. In 1783, the Revolutionary War drew to a close, but America was still threatened by enemies at home and abroad. The emerging nation faced tax rebellions, Indian warfare, and hostilities with France and England. Its arsenal—a collection of hand-me-down and beat-up firearms—was woefully inadequate, and its manufacturing sector was weak. In an era when armies literally froze in the field, military preparedness depended on blankets and jackets, the importation of which the British Empire had coordinated for over 200 years. Without a ready supply of guns, the new nation could not defend itself; without its own textiles, it was at the economic mercy of the British. Domestic industry offered the best solution for true economic and military independence. In Manufacturing Advantage, Lindsay Schakenbach Regele shows how the US government promoted the industrial development of textiles and weapons to defend the country from hostile armies—and hostile imports. Moving from the late 1700s through the Mexican-American War, Schakenbach Regele argues that both industries developed as a result of what she calls “national security capitalism”: a mixed enterprise system in which government agents and private producers brokered solutions to the problems of war and international economic disparities. War and State Department officials played particularly key roles in the emergence of American industry, facilitating arms makers and power loom weavers in the quest to develop industrial resources. And this defensive strategy, Schakenbach Regele reveals, eventually evolved to promote westward expansion, as well as America’s growing commercial and territorial empire. Examining these issues through the lens of geopolitics, Manufacturing Advantage places the rise of industry in the United States in the context of territorial expansion, diplomacy, and warfare. Ultimately, the book reveals the complex link between government intervention and private initiative in a country struggling to create a political economy that balanced military competence with commercial needs.

Much of the hoopla surrounding quality circles, teams, and high-performance work systems has been based on anecdotes and very thin evidence. It has not been established that those employee involvement strategies amount to anything more than another series of management fads or ruses designed to get more out of workers without giving them anything in return. This revelatory book, written by some of the skeptics, lays some of the suspicion to rest. Based on their visits to 44 plants and surveys of more than 4,000 employees, Eileen Appelbaum, Thomas Bailey, Peter Berg, and Arne L. Kalleberg concluded that companies are indeed more successful when managers share knowledge and power with workers and when workers assume increased responsibility and discretion. The study of steel, apparel, and medical electronics and imaging plants revealed much. In self-directed teams, workers were able to eliminate bottlenecks and coordinate the work process. In task forces created to improve quality, they communicated with individuals outside their own work groups and were able to solve problems. Expensive equipment in steel mills operated with fewer interruptions, turnaround and labor costs were cut in apparel factories, and costly inventories of components and medical equipment were reduced. And what did the employees think? The worker survey showed that jobs in participatory work systems often provide more challenging tasks and more opportunities for creativity. Employees in apparel had higher hourly earnings; those in steel had both higher hourly earnings and higher job satisfaction. Workers in more participatory settings were no more likely than others to report heavy workloads or excessive demands on their time. They were, however, less likely to report involuntary overtime or conflict with co-workers, and were more likely to be satisfied with their surroundings. Manufacturing Advantage provides the best assessment available of the effectiveness of high-performance work systems. Freestanding chapters near the end of the book provide full documentation of research data without interrupting the narrative flow.

Manufacturing’s central role in global innovation Companies compete on the decisions they make. For years—even decades—in response to intensifying global competition, companies decided to outsource their manufacturing operations in order to reduce costs. But we are now seeing the alarming long-term effect of those choices: in many cases, once manufacturing capabilities go away, so does much of the ability to innovate and compete. Manufacturing, it turns out, really matters in an innovation-driven economy. In Producing Prosperity, Harvard Business School professors Gary Pisano and Willy Shih show the disastrous consequences of years of poor sourcing decisions and underinvestment in manufacturing capabilities. They reveal how today’s undervalued manufacturing operations often hold the seeds of tomorrow’s innovative new products, arguing that companies must reinvest in new product and process development in the US industrial sector. Only by reviving this “industrial commons” can the world’s largest economy build the expertise and manufacturing muscle to regain competitive advantage. America needs a manufacturing renaissance—for restoring itself, and for the global economy as a whole. This will require major changes. Pisano and Shih show how company-level choices are key to the sustained success of industries and economies, and they provide business leaders with a framework for understanding the links between manufacturing and innovation that will enable them to make better outsourcing decisions. They also detail how government must change its support of basic and applied scientific research, and promote collaboration between business and academia. For executives, policymakers, academics, and innovators alike, Producing Prosperity provides the clearest and most compelling account yet of how the American economy lost its competitive edge—and how to get it back.

This book provides a concise introduction to additive manufacturing, accessible to anyone with a basic background in engineering and materials science. The author explains additive manufacturing (AM) in terms of advantages and disadvantages and gives a concise list of advantages and disadvantages, enabling readers to understand AM in relation to other techniques. Additionally, this book clarifies various contradictions with the help of numerous examples. This book: Offers readers a unique, accelerated learning tool, revealing the subtleties of Additive Manufacturing Describes a concept for refabrication in the context of additive manufacturing, providing new insight into repair and refurbishment Discusses additive manufacturing not only as a design tool, but also a production tool in the context of mass-production

Writing for general managers, the authors go beyond manufacturing structural decisions to actually changing the infrastructure of a manufacturing company--the leadership and vision, the policies and practices that are vital to creating superior factories and a dynamic learning continuum.

Our lives and finances are inseparable. And while there are hundreds of books, websites, and blogs on personal finance offering sound advice and insight, none of them really explain how our finances actually work.