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Gaining Control: Managing Capacity and Priorities
By: James G. Correll , Kevin HerberteBook Publisher: John Wiley & Sons
Imprint: John Wiley & Sons, Inc.
Format: Adobe Encrypted (DRM)
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In this new edition of Gaining Control, the authors present best practices for optimizing control of manufacturing processes to meet business objectives. This reliable resource includes real solutions for measurable improvements in effectiveness, employee engagement, and morale. Written by leading experts, it’s perfect for anyone who manages production facilities or supply chains and includes updated coverage of many new developments.
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| Title of Business & Economics eBook: Gaining Control: Managing Capacity and Priorities | |
| Release Date: 02-09-2007 | |
| Publisher: John Wiley & Sons, Inc. |
This eBook download is available in the following formats:
| Parent title | Gaining Control: Managing Capacity... |
|---|---|
| Encrypted (DRM) | Yes |
| SKU | 9780470097946 |
| File size | 8411 |
| Security | n/a |
| Printing | Not allowed |
| Copying | Not allowed |
| Read aloud | No Sys requirements Download reader |
| Devices | Samsung Tablet, Apple Ipad & Iphone, Barnes & Noble Nook, Kobo eReader, Aluratek Libre, Iliad, Nokia, Blackberry, Hanlin |
| Note | Excellent navigation features are available via Adobe such as bookmarks and a quick access table of contents. Text search is easily accessible. An Adobe DRM-protected file is different than a pdf file in that it uses Adobe DRM (Digital Rights Management) technology, which authors and publishers use to protect their content from illegal online distribution and to set certain privileges such as restrictions on copying and printing. |
Gaining Control: Managing Capacity and Priorities
Chapter One
Out of Control
Brian Miller rebuilt the 1957 Chevy convertible for his wife as he had planned. She loved old cars and especially the 1957 Chevy. Her dad drove one when she was little and she never forgot it. Brian knew what parts he needed and had them there when it was time to install them. He figured out the proper sequence in which to reconstruct his pride and joy. He even scheduled his weeknights and weekends to ensure that he would complete the car in time to coincide with his wife's 30th birthday, yet not interfere with his family life, and work-in that order. Because things never seemed to work out exactly as planned, he constantly rescheduled his time to get things done. He met his target date a day early. On her birthday night, he ceremoniously opened the door of the Chevy for his wife. She seated herself, turned the key, and took Brian for a ride in her new car.
His planning and execution had resulted in a project completed on time. Why then, he thought from his office at the Hayes Tractor plant, couldn't he get his three production shifts running smoothly? He was the manager of the machine shop. He had a computerized planning and scheduling system that was supposed to provide schedules with which he could run the machine shop. Why was it that he couldn't achieve the same success he'd had rebuilding the Chevy?
Brian had only been at the West Coast plant for two months, having transferred from the company's Midwest division. He was the new guy on the block, and he was learning how to survive in this good-ol'-boy environment. As he looked out over the
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