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
← 10.00
10.02 →
10.01 - The Intrapeneurs Ten Commandments
Come to work each day willing to be fired
Circumvent orders aimed at stopping your dream
Do any job to make your project work, regardless of your job description.
Find people to help you
Follow your intuition about the people you choose, and work only with the best
Work underground as long as you can – publicity triggers the corporate immune mechanism
Never bet on a race unless you are running in it
Remember it is easier to ask for forgiveness than to seek permission
Be true to your goals, but realistic about the ways to achieve them
Honour your sponsors
G Pichot III
← 10.00
10.02 →
© 2015 Value Driven Design
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