VG : in very good condition without dust jacket as issued. 240mm x 160mm (9" x 6"). 269pp. Includes a CD-ROM. Hardback: Illustrated laminated board cover.

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Detalles bibliogr�ficos

T�tulo

Strategic Decision Making in Modern Manufacturing

Editor

Kluwer Academic Publsihers, Boston

Fecha de publicaci�n

2004

Idioma

Ingl�s

ISBN 10

1402074972

ISBN 13

9781402074974

Encuadernaci�n

Encuadernaci�n de tapa dura

Edici�n

First Edition.

Estado

Very Good

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Sinopsis

Preface. Acknowledgements. About the Authors. 1: Strategic Management in the Global Marketplace. 1.1. An Overview of Information Technology (IT). 1.2. Organisations and the Global Marketplace. 1.3. Management and Strategy. 1.4. Conclusions. 2: Performance Measurement. 2.1. Introduction. 2.2. Performance Measurement. 2.3. Traditional Performance Measurement Systems. 2.4. Contemporary Performance Measurement Systems. 2.5. Evaluation Criteria for Performance Measurement Systems. 2.6. A Review of Performance Measurement Systems. 2.7. Developing a Performance Measurement Strategy. 2.8. Performance Measurement in Extended Manufacturing. 2.9. Conclusion. 3: Overview of the AMBIT Approach. 3.1. Introduction. 3.2. The Importance of Manufacturing Strategy. 3.3. World Class Manufacturing. 3.4. The Extended Enterprise Framework. 3.5. The Virtual Enterprise Framework. 3.6. The Extended Products Framework. 3.7. The Thinking behind the AMBIT Approach. 3.8. Overview of the AMBIT Approach. 3.9. Conclusion. 4: The AMBIT Approach - Stage I. 4.1. Introduction. 4.2. Identify the Critical Success Factors (CSFs). 4.3. Develop the AMBIT Performance Measurement Framework. 4.4. Generate Strategic Performance Indicators (SPIs). 4.5. Develop the Generic MOMP Map. 4.6. Customise the MOMP Map. 4.7. Complete the Specific MOMP Map. 4.8. Conclusion. 5: The AMBIT Approach - Stage II. 5.1. Introduction. 5.2. Knowledge about the Programme and the Technology. 5.3. Generic Programme and Technology Models. 5.4. A Generic Technology Model for Interconnect Technology in Electronics Assembly. 5.5. A Generic Programme Model for Concurrent Engineering. 5.6. The Specific Models. 5.7. Conclusion. 6: The AMBIT Approach - Stage III. 6.1. Introduction. 6.2. The PROTIMA Tool. 6.3. A Case Based Reasoning Tool. 6.4. Conclusion. 7: Learning and Creativity. 7.1. Introduction. 7.2. Graphical User Interfaces (GUIs). 7.3. Cognitive Models. 7.4. Theory of Learning. 7.5. A Computer Based Learning Environment (CBLE). 7.6. Creativity. 7.7. Conclusion. Bibliography and Further Reading. Appendix: List of Performance Measures. Glossary of Acronyms. Keyword Index.

Rese�a del editor

The rapid pace of technological innovation and the effects of the Information and Communications Technology (ICT) revolution have resulted in dramatic changes on a global scale, from the empowerment of the individual to the spawning of global markets. From the business perspective, the widespread deployment of Information Technology (IT) has resulted in many organisational changes and the development and use of new management and business processes. An important challenge for today's manufacturing organisations is to be able to anticipate the impact of investments in new (frequently IT-based) manufacturing technologies and programmes. Ideally, management needs to be able to identify and articulate the many ways in which investment decisions influence their organisation - in terms of performance across a range of measures. Furthermore, in today's manufacturing environment, it is increasingly necessary that a close relationship exists between manufacturing decision making and corporate business strategy, so that manufacturing decisions complement and are fully aligned with the organisation's strategic objectives. Strategic Decision Making in Modern Manufacturing introduces and explains the AMBIT (Advanced Manufacturing Business ImplemenTation) approach, which has been developed to bridge the gap between strategic management considerations and the operational effects of technology investment decisions on the manufacturing organisation, so that the likely impact of new manufacturing technology and/or programme implementations can be evaluated, anticipated and accurately predicted. The AMBIT approach focuses specifically on the non-financial aspects of such investment decisions and offers an approach that allows a manager, or more frequently a management team, to understand the impacts of a new technology or a new programme on the manufacturing organisation in terms of manufacturing performance. The prediction of future trends and patterns is a very imprecise and ambiguous activity at the best of times. Yet despite such ambiguity, managers need to be forward looking. They need appropriate tools and approaches to help them anticipate the future. Thus, whilst the pages of organisational history may be filled with anecdotes about organisations that failed to "predict" the future, it is the challenge of today's organisations to evade such a fate. The AMBIT approach delineated in this book has been specifically developed to anticipate the future by analysing the impact of managerial decisions.

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Since its opening in 1991 within the premises of a small model factory at Alnwick Station, Barter Books has grown well beyond original expectations. Starting off in what was the ticket and parcel office of the original Station, the bookshop has expanded down the platforms and through the waiting rooms, until it now covers over one-quarter of the whole Station site. This translates into an area exceeding 8000 square feet and containing over 350,000 books on more than three miles of shelving. Now houses the Famous Writers Mural - 40 feet long by 18 feet high. The bookshop also sells secondhand DVDs, videos and music (CDs, LPs, cassettes, sheet music), as well as a small but growing section of artists' prints. And then there are the shop's many extra features! These include an open fire in the winter, coffee and cookies, a model railway running above the book columns, a mini-cybercafe, generous seating and browsing areas, a children's room, and dozens of glass cases containing many of the more interesting antiquarian books. A final note: during the enlargement process the owners took (and are taking!) particular pleasure in restoring, as they can, various features of the Station. This so far includes the original North Eastern Railway cast iron fireplaces, two of the Station clocks, a drinking fountain, and various waiting rooms. Most dramatic of all, however, was the restoration of part of the glass roof. That was when we all stood about watching as the sun came streaming in for the first time in many years to bring the wonderful old Station visually back to life. The very latest addition has been a forty foot mural celebrating the names of those who worked at Alnwick Station in its railway days - over 400 names plus the coats of arms of the three railway companies involved.

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