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Innovations in Competitive Manufacturing is an examination of manufacturing innovations - both technical and knowledge-based. Over the recent past, technology has created dramatic changes in manufacturing. As a result, the book focuses on the use of technology in gaining competitive advantage in global manufacturing. Forty topics are surveyed in the book, organized into thirteen chapters. Each topic is a carefully written account by one or more leading researchers in that area. This is the first systematic examination of the recent innovations in manufacturing strategy and technology. In addition to providing an understanding of these manufacturing innovations, the book underscores the strategic importance of creating and sustaining the technological resources to ensure a stable manufacturing economic base. The book's purpose is to examine the elements that make today's manufacturers successful. Many examples from industry throughout the book will enable the reader to appreciate and comprehend the concepts presented in the article. In addition to the technical and innovative information, implementation issues concerning new ideas and manufacturing practices are explored within the topical discussions. Four in-depth descriptions of real-life cases provide illustration of key principles. The book has been constructed as a reference tool for manufacturing researchers, students, and practitioners. Hence, after reading the introduction `Innovation in Competitive Manufacturing: From JIT to E-Business', any section or topic in the book can be consulted and/or read in any sequence the reader may choose.
This book shows how to consistently obtain annual and multiannual manufacturing target profit regardless of the evolution of sales volumes, increasing or decreasing, using the Manufacturing Cost Policy Deployment (MCPD) system. Managers and practitioners within the manufacturing companies will discover a practical approach within the MCPD system that will help them develop and support their long-term, medium-term, and short-term profitability and productivity strategy. The book presents both the basic concepts of MCPD and the key elements of transforming manufacturing companies through MCPD system, as well as supporting the consistent growth of external and internal profit by directing all systematic and systemic improvements based on meeting the annual and multiannual Manufacturing Cost Improvement (MCI) targets and means for each Product-Family Cost (PFC). This book is unique because it presents two types of systematic and systemic improvement projects for MCI that have been applied over the years in various multinational manufacturing companies operating in highly competitive markets, in order to address the consistent reduction of unit manufacturing costs by improving the Cost of Losses and Waste (CLW). Readers will discover the practical approach of MCI based on a structured approach to MCPD system beyond the traditional approach to manufacturing improvements based mainly on improved time and quality. Therefore, from the perspective of the MCPD system, the multiannual manufacturing target profits are met while the annual and multiannual manufacturing target costs are a predetermined stake and not a result of the improvements already made.
Over the last two decades, cost management has been an area of dynamic change and development. This is evident in the extensive inventory of new, high-profile techniques that have emerged. With cost management now firmly established as a distinct sub-discipline within management accounting, The Routledge Companion to Cost Management is a timely reference volume covering both practical developments and research in this area. Topics covered include: Cost control issues Cost analysis and decision making Cost management systems Environmental cost management With chapters from an international team of contributors, this prestigious companion will prove an indispensible addition to any library with aspirations of keeping up-to-date with the world of accounting.
The Encyclopedia of Production and Manufacturing Management is an encyclopedia that has been developed to serve this field as the fundamental reference work. Over the past twenty years, the field of production and operations management has grown more rapidly than ever and consequently its boundaries have been stretched in all directions. For example, in the last two decades, production and manufacturing management absorbed in rapid succession several new production management concepts: manufacturing strategy, focused factory, just-in-time manufacturing, concurrent engineering, total quality management, supply chain management, flexible manufacturing systems, lean production, and mass customization, to name a few. This explosive growth makes the need for this volume abundantly clear. The manufacturing industry thinks and acts more broadly than it did several decades ago. The most notable change has been the need for manufacturing managers to think in technological, strategic and competitive terms. This is a very favorable development, and it leads to manufacturing success. The entries in this encyclopedia include the most recent technical and strategic innovations in production and manufacturing management. The encyclopedia consists of articles of varying lengths. The longer articles on important concepts and practices range from five to fifteen pages. There are about 100 such articles written by nearly 100 authors from around the world. In addition, there are over 1000 shorter entries on concepts, practices and principles. The range of topics and depth of coverage is intended to suit both student and professional audiences. The shorter entries provide digests of unfamiliar and complicated subjects. Difficult subjects are made intelligible to the reader without oversimplification. The strategic and technological perspectives on various topics give this Encyclopedia its distinctiveness and uniqueness. The world of manufacturing today is increasingly competitive. It is apparent that manufacturers must respond to these competitive pressures with technical and strategic innovation. This encyclopedia has been developed to help researchers, students and those in the manufacturing industry to understand and implement these ongoing changes in the field.
This text provides a presentation of how to use financial information to manage costs. It explains how the financial processes of an organization are interrelated, and interprets these processes in the context of the firm's strategic objectives and long-term goals.
An indispensable guide for managers concerned with cost, strategy, and business re-engineering. Experts on the strategic use of cost data, the authors show how stategic cost management is revolutionizing accounting practices in leading companies. Includes numerous examples. 120 line drawings.
Four questions determine whether a company is using interorganizational cost management. Does your firm set specific cost-reduction objectives for its suppliers? Does your firm help its customers and/or suppliers find ways to achieve their cost-education objectives? Does your firm take into account the profitability of its suppliers when negotiating component pricing with them? Is your firm continuously making its buyer-supplier interfaces more efficient? If the answer to any of these questions is ""no"", your firm risks introducing products that cost too much or are not competitive. The full potential of the supply network can be realized only when the entire supply chain adopts interorganizational cost management practices. Competitive pressure has led many firms to try to increase the efficiency of supplier firms through interorganizational cost management systems, a structured approach to coordinating the activities of firms in a supplier network to reduce the total costs in the network. It is particularly important to lean enterprises for two reasons: Lean enterprises typically outsource more of the added value of their products than their mass producer counterparts. Lean enterprises usually compete more aggressively and must manage costs more effectively. Interorganizational cost management can reduce costs in three ways: through product design, through product manufacture and through cooperative approaches between buyers and suppliers to build smoother interfaces. However, more than just cost management must cross interorganizational boundaries. Suppliers are also a major source of innovation for lean enterprises. Successful supplier networks encourage every firm in the network to innovate and compete more aggressively. Read this book to learn to manage the supply chain to forge competitive advantage while reducing costs.