| Description |
1 online resource (xxii, 286 pages) : illustrations |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
What Would You Expect with a Parent Like GM?; Interview Process; Packard Electric Is Born; How Could GM (Packard's Parents) Make So Many Dumb Decisions?; So, How Are Things Working Out for GM Today?; How Does GM Compete with Toyota and the Vaunted Toyota Production System?; ; We Have to Do Something, Even if It's Wrong ; Packard Does a Really Smart Thing Next; Where Did the Packard Training Program Originate?; Good News and Bad News about Packard's Management; A Move to the Warm South; What We Need Are Suppliers; Mexico, |
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Here We Come; Black Friday; Something Had to Change for GM; Packard Goes International in a Big Way; We Are Not Ready for This; We Are in Real Trouble Here; Industrial Engineering (IE) Training Program; The Industrial Engineering Training Program; ; How Does a Company with So Many Smart People Do So Many Dumb Things? ; Automation Can Save Us; That Worked So Well, Let's Try Something a Little Tougher; That Lead Prep Startup Surely Didn't Work Out Like We Had Planned; Integrated Production System (IPS) to the Rescue (or Not); If IPS Didn't Get It Done, IPS II Surely Would; Remote Lead Prep: Yeah, |
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That's the Answer!; How about Just Getting Rid of Our Productivity Control System; So Just How Are IDCs Going to Help Us with the 3% Give Back?; How about Let's Just Get into a New Business; Let's Sum Things Up; ; Let's Get Lean ... Not; Just What Is the TPS?; Toyota Production System Rules; Packard Develops the PPS; What We Need Is Vista; Benchmarking: To Do or Not to Do; Kitting Looks Like a Cool Thing to Do; Let's Do the Team Concept Like Toyota; How about a Nice Quality Circle?; Did QS9000 Implementation Really Help?; Say Zero Defects and Mean It; The Good News Is That We Saved $25 million in Inventory, |
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But ... ; Just-in-Time Manufacturing?; U-Cells Gain Great Prominence; Somebody Finally Got One-Piece Flow Right ... Really?; Wrap-Up; ; Proper Manufacturing Organization Is Critical (or You Will Get the Performance You Motivate); Plant Priority Meetings; Let's Just Change Reporting Lines to Get Better Support; Warren Got Some Things Right; Understanding Human Nature; So We Transferred Our Manufacturing Successes to Mexico, Right?; What's the Fix?; Manufacturing Supervision Is Tough; Providing Proper Manufacturing Support; Why Worry about Improved Productivity, |
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Mexican Labor Is Cheap (and Philippine); Wiring Harness Departmental Organization Basics; Level 1 Operators; Level 2 Operators; Level 3 Operators; Level 4 Operators; Foreman's Responsibilities and Support Required; Job Responsibilities; Time Breakdown; Assistant Foremen/Group Leaders; Additional Advice; ; When You Measure Performance, Performance Improves ; From Routings to Direct Labor Bibles (DLBs); Production Efficiency; Process and Operator Efficiencies; Wouldn't One Efficiency Number Be Sufficient?; The Warren Bottom Line; So, |
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What Did We Do in Mexico?; I Finally Got a Chance to Do It Right in South Korea; How Much Could the Mexican Operations Have Saved?; When You Measure Performance; Packard Productivity Nose Dives; Are We Really Controlling Productivity in Our Plants?; Direct Labor Bibles (DLBs); Efficiencies from a Budget Routing; Plant Productivity Information Available Based on Labor Estimates (Budget DLBs) only; Plant Productivity Information Available with an Automated Productivity System Based on Production DLBs; Terms and Definitions Used with the Computerized Productivity System; Simple DLB Example; Metal Cutting; Component. |
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Subassembly; Final Assembly of a Widget; ; Preplanning: The Perfect Tool to Accomplish Toyota's Rule #1; What Is the Common Industry Practice?; But, Is It Worth It?; Packard Evolves, but Not for the Better; The Critical Four M Relationship; Wiring Harness Preplanning; ; The Computer Is a Moron ; A Rare Opportunity; Controlling Absenteeism, Turnover, |
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And Overtime Is a Must; Material Availability Is Critical; Summary; ; How to Drive Down Total Process Cycle Time (TPCT) without Wasting a Lot of Time (and Money); Critical Value Streams; Packard "Attacks" the TPCT for Engineering Change Implementation; Key Activity Control Is Born; Others Benefit from the System; This System/Concept Will Work Anywhere; The Bottom Line; ; What Size Should the Cycle Quantity (Lot Size) Be?; Portugal Will Show the Way; Cost Bucket One; Cost Bucket Two; Some People Don't Want to Be Confused with Facts; Free Rein in South Korea; Determining Optimum Cut Quantity (or Optimum Process Quantity); Summary; Optimum Cut Quantity Subsystem; Optimum Cutter Loading and Sequencing Subsystem (OCLASS) Wrap-Up: How about "Intelligent Manufacturing" for Real Change in Which We. |
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Can Believe"; ; Index. |
| Summary |
What Would You Expect with a Parent Like GM?Interview ProcessPackard Electric Is BornHow Could GM (Packard's Parents) Make So Many Dumb Decisions?So, How Are Things Working Out for GM Today?How Does GM Compete with Toyota and the Vaunted Toyota Production System?We Have to Do Something, Even if It's WrongPackard Does a Really Smart Thing NextWhere Did the Packard Training Program Originate?Good News and Bad News about Packard's ManagementA Move to the Warm SouthWhat We Need Are SuppliersMexico, Here We ComeBlack FridaySomething Had to Change for GMPackard Goes International in a Big WayWe Are. |
| Subject |
General Motors Corporation -- Management -- Case studies.
|
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Delphi Corporation -- Management -- Case studies.
|
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General Motors Corporation / Management / Case studies. |
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Delphi Corporation / Management / Case studies. |
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Delphi Corporation |
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General Motors Corporation |
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Manufacturing industries -- United States -- Management.
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Management |
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Manufacturing industries -- Management |
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United States |
| Genre |
Case studies
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| Added Title |
Reviving U.S. manufacturing including lessons learned from Delphi Packard Electric and General Motors |
| Other Form: |
Print version: 1466564040 (DLC) 2012023772 |
| ISBN |
9781466564053 (electronic bk.) |
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1466564059 (electronic bk.) |
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