Value Driven Design
Guide Index
Front Matter
Introduction
Master Index
Section 1.00 - The Need for Change
Section 2.00 - Managing Change
Section 3.00 - A Process View of Manufacturing
Section 4.00 - Key Concepts in Establishing a Process Organisation
Section 5.00 - Operations Process Re-design
Section 6.00 - New Product Introduction
[NPI]
Section 7.00 - Manufacturing Information Technology
Section 8.00 - Product Cost Management
[PCM]
Section 9.00 - Indexes, Acronyms, Glossary and References
Section 10.00 - Additional Notes
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1.00
1.00 - The Need for Change
1.01 — A Strategic View
1.02 — Creating and Implementing Strategy
1.03 — Marketing Strategy
1.04 — Supply Chain Strategy
1.05 — Manufacturing Strategy
2.00
2.00 - Managing Change
2.01 — Managing Change
2.02 — Executive Alignment
2.03 — Continuous Improvement
2.04 — Change Control In Manufacturing
Project Planning and Control
2.05 — Programme and Project Management - Summary
2.06 — Project Planning and Control
2.07 — Project Management
2.08 — Organisation Structure
2.09 — Meetings Structure
2.10 — Organisational Roles
2.11 — Operational Principles
2.12 — Taskforce Management Procedure
2.13 — Effective Project Management Checklist
Supporting Methods and Techniques
2.14 — Analytical Process Thinking
2.15 — Design for Six Sigma (DFSS)
2.16 — Creative Problem Solving
3.00
3.00 - A Process View of Manufacturing
3.01 — A Process View of Manufacturing
3.02 — A Process Model
3.03 — Operations Process Design – Summary
3.04 — The Product Introduction Process Redesign
3.05 — Developing an appropriate IT/IS Strategy
4.00
4.00 - Key Concepts in Establishing a Process Organization
The Systems Approach
4.01 — What is a Systems Approach?
4.02 — Techniques of Systems Analysis
4.03 — Input / Output Analysis
4.04 — Structured Analysis & Design Technique (SADT)
4.05 — Controlled Requirements Expression
4.06 — Networked I / O Analysis
Total Quality
4.07 — What is Total Quality?
4.08 — The Total Quality Organization
4.09 — Total Quality Organization – Structure
4.10 — Total Quality Organization – Systems
4.11 — Total Quality Organization – Culture
4.12 — Non-Value Added Activities
4.13 — A Systematic Approach to Quality
4.14 — Process Capability Improvement
4.15 — Process Capability Studies
4.16 — Total Quality Assurance Function
4.17 — Ergonomics in TQM
4.18 — Job Structure Simplification
5.00
5.00 - Operations Process Design
Organization
5.01 — Business Processes and Cellular Design
5.02 — Teams and Natural Grouping
5.03 — The Cellular Factory
5.04 — U-Shaped “Piece at time” Cell
5.05 — Just in Time (JIT) Concepts
5.06 — Supplier Integration
5.07 — Supplier Development and Integration
5.08 — Small Process Plant
5.09 — Mixed Mode Operation
5.10 — Supply Chain Improvement
5.11 — Nagare Cell Design
5.12 — The Matrix Organization
Control Systems
5.13 — Scheduling – Meeting Customer Requirements
5.14 — Levelled Schedules
5.15 — Capacity Planning
5.16 — Bottleneck Scheduling
5.17 — Material Control Systems
5.18 — KanBan
5.19 — Cellular Factory Control
5.20 — Visual Controls
5.21 — Measures of Performance
5.22 — Automatic Identification
5.23 — Tool Management
5.24 — Standard Working
Supporting Techniques
5.25 — Process Changeover Reduction
5.26 — Labour Balancing
5.27 — Operational Support Documentation
5.28 — Planned Preventative Maintenance
5.29 — Statistical Process Control
5.30 — Failure Modes & Effects Analysis (FMEA)
5.31 — Poka Yoke
5.32 — Quality Problem Solving
5.33 — Departmental Purpose Analysis
5.34 — Cause and Effect (Ishikawa or Fishbone) Analysis
5.35 — Rank Order Clustering (ROC) Analysis
5.36 — Pareto Analysis
6.00
6.00 - New Product Introduction (NPI) Process
The Strategic Issues of NPI
6.01 — Product Introduction – The Strategic Issues
6.02 — Best Practice – Strategic Framework
6.03 — Best Practice – Defined Processes
6.04 — Best Practice – Organisational Structure
Supporting Techniques
6.05 — Making the Change
6.06 — Taguchi Approach to Experimentation
6.07 — Quality Function Deployment (QFD) - The Basics
6.08 — Quality Function Deployment II
6.09 — Design For Assembly (DFA)
6.10 — Design for Manufacture (DFM)
6.11 — Design to Target Cost (DTC)
6.12 — Aligning with Quality Techniques
6.13 — The Bill of Materials [BOM]
6.14 — When to Change a Part Number
6.15 — Materials Selection
6.16 — Process Selection
6.17 — Part Classification and Group Technology
6.18 — Modular Function Deployment (MDF)
6.19 — Rank Order Clustering (ROC) Analysis - Parts
6.20 — Modularising the BOM
6.21 — Design FMEA
6.22 — Value Analysis / Value Engineering (VA/VE)
6.23 — The Product Design Specification
6.24 — Design for Six Sigma (DFSS)
6.25 — The Pugh Matrix
7.00
7.00 - Manufacturing Information Technology
7.01 — Information Systems Strategy
7.02 — IT Architectures for Organization Support
7.03 — IT Standards
7.04 — IT support for the NPI process
7.05 — IT for the support processes
7.06 — Office Information Technology Systems
7.07 — EDI – Overview
7.08 — EDI – Methodologies
7.09 — Telecoms for EDI
7.10 — Machine Systems Integration in Manufacturing
7.11 — CIM
7.12 — System Simulation
7.13 — CAD
7.14 — CAM
7.15 — Computer Aided Process Planning & Estimating Systems (CAPPES)
7.16 — The Product Unit Integrated Engineering Database
7.17 — The Elements of CAM
7.18 — Materials Requirements Planning [MRPII)
7.19 — Component and Supplier Management (CSM)
7.20 — Product Life-cycle Management (PLM)
7.21 — Systems Integration
8.00
8.00 - Product Cost Management
8.01 — Financial Accounting
8.02 — Management Accounting
8.03 — Activity Based Costing
8.04 — Product Cost Estimating Methods
8.05 — Product Cost Management
8.06 — Budgeting
9.00
9.00 - Appendices
9.01 — Index
9.02 — Acronyms
9.03 — Glossary of Terms
9.04 — References
10.00
10.00 - Additional Data and Notes
10.01 — The Intrapeneurs Ten Commandments
10.02 — GroupThink
10.03 — The Prince and The Magician
10.04 — Murphy's Law
10.05 — The Harvard Case Study Method
10.06 — Life-cycle stages for Products
Manufacturing Management and Technology Guide
← 2.09
2.11 →
2.10 - Organisational Roles
Head of Projects
Full-time senior manager, line responsible for all projects and project managers within a business
Responsible to General Manager and attends Executive meetings to provide a cross-function cross-project view.
Responsible for a Programme Office for quality of practices and procedures used.
Ensures that projects are planned professionally by Project Managers.
Programme Management Office
Maintains the overall project master schedule and top level plans.
Responsible for company-wide quality audits of practices and procedures – activates the escalation procedure when the business is threatened by milestone slippage in key projects.
Involved in pre-initiation planning with emphasis on major strategic projects.
Independent state-of-health reporting to senior executives and vetting of hazard recovery plans.
Maintains high visibility of, and provides training workshops in, standard best practice project management procedures agreed for use by the organisation.
Supports project managers in the planning phase for all projects, including the definition of resources needs, project deliverables and cost-benefit analysis.
Programme Manager selectively attends project review meetings.
Resource Council or Committee
In multi-project organisation provides a business view in determining priorities for allocation of scarce resources across projects and resolving conflicts
Meets regularly, for example weekly, in a carefully designed meeting with a standard agenda and checklist
Includes General Manager, Head of Projects and relevant functional and resource managers.
Large Organization Model
Further Reading
ref. 103
← 2.09
2.11 →
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