Bottom-Line Automation, 2nd Edition by Peter G. Martin

By Peter G. Martin

This newly revised version is helping today’s production businesses face the demanding situations of an international market the place every little thing of the operation needs to turn into extra effective to reinforce the base line. in keeping with the implications and conclusions of an utilized examine undertaking of method production operations directed by means of the writer, Bottom-Line Automation provides an summary of greater than 30 years of tendencies, stating the strengths and pitfalls of every. The ebook additionally explains how brands chosen automation know-how providers for cutting-edge technological positive factors of their platforms instead of for the advancements the know-how may well supply the producing operation. New subject matters within the booklet speak about the industrial optimization of business resources.

Key findings comprise the truth that returns on automation investments have been hardly, if ever, calculated. actually, accounting platforms weren't even able to measuring the functionality provided by means of technique automation structures. the writer explains a technique for measuring and enhancing automation method functionality for the last word goal—the final analysis, and offers case stories of ways one of these technique was once applied in 3 method production enterprises. the writer brings greater than 30 years of event, schooling, and learn jointly during this remarkable paintings

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The effectiveness of a JIT program should be measured in terms of customer satisfaction and the reduction of process storage. The measure must match the strategy! But, the traditional cost-per-unit-product-made measure seldom does. It is no wonder that so many new manufacturing programs fail. Organizations tend to perform to their measures, whether or not the measures are the correct ones. One final point on measuring manufacturing performance is that the correct measures, once determined, must be presented to the appropriate people in the operation within a time frame that will allow for true continuous improvement.

How can traditional manufacturers compete? With high labor and raw materials costs and aging manufacturing plants, it could seem as though the battle is lost before it’s even begun. Let’s take a closer look at the problem; a solution may be staring us right in the face, if only we take the time to look. There is no question that if traditional manufacturers behave as they have for years, if they do not reevaluate their critical resources, the new global competitive environment will drive them out of business.

Trying to get two groups that were so disjointed to work together around a common goal proved very difficult. The net result was that the two groups often agreed to a partitioning of technical responsibilities. The boundary was typically set up as the connection between the gateway and the host computer. So it became the engineering group’s responsibility to get the information across the gateway and into the host computer, and the MIS group would take it from there. book Page 31 Friday, August 19, 2005 9:54 AM C H A P T E R 2 : T E C H N O L O G Y A N D T H E B O T T O M L I N E typically had no idea what the business systems would do with the data they were providing, they tended to try to provide to the host all the data they could pull together.

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