This book is about survival. It is about survival in a world that is changing. It is about survival in an occupation - management - that is almost unrecognizable from the viewpoint of only a few years ago, and one that will change even more rapidly in the future. It is about the ultimate survival tool: that of making oneself useful. Managers can be useful, but maybe not in the traditional sense. This book is written for managers who want to be useful by adding value to society in the form of useful products and services. It is not written for those who view personal advancement or wealth as…mehr
This book is about survival. It is about survival in a world that is changing. It is about survival in an occupation - management - that is almost unrecognizable from the viewpoint of only a few years ago, and one that will change even more rapidly in the future. It is about the ultimate survival tool: that of making oneself useful. Managers can be useful, but maybe not in the traditional sense. This book is written for managers who want to be useful by adding value to society in the form of useful products and services. It is not written for those who view personal advancement or wealth as their primary goal. Former Speaker of the US House of Representatives Thomas P. O'Neill was fond of saying 'All politics is local. ' I would like to appropriate that statement and paraphrase it for this book as 'All management is local. ' By that I mean that ultimately, after the global financing and market strategies are in place, and after the top-level missions and purpose of the organization are stated, the value-added manager must know what to do on Monday morning to get the product into the hands of the customer as quickly and efficiently as possible, and to be sure that the customer is successful in using the product. Increasingly, the top-level executive who creates the grand vision is also the manager who must implement it.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
1 Value-added management....- 1.1 Managers and change.- 1.2 The changing workforce.- 1.3 The changing workplace.- 1.4 Value-added management.- 1.5 Value-added management with design of experiments.- 2 ... with design of experiments.- 2.1 Introduction.- 2.2 The Friday afternoon scenario.- 2.3 The fabric lamination experiment.- 2.4 Three types of experiments.- 2.5 Classical and Taguchi arrays.- 2.6 DoE and other quality tools.- 2.7 Interactions among factors.- 2.8 Where do the arrays come from?.- 2.9 Is it really necessary to find the root cause? The tile experiment.- 2.10 The management challenge: where and when to use DoE.- 2.11 Summary.- 3 Value-added manufacturing with design of experiments.- 3.1 Introduction.- 3.2 The heat sink attachment experiment.- 3.3 Copying vs. learning.- 3.4 Pro-active vs. reactive process development and control.- 3.5 Interpreting results with analysis of variance: the wave solder experiment.- 3.6 The DoE process, from beginning to end.- 3.7 Automated design of experiments.- 4 Value-added product design with design of experiments.- 4.1 Managing the design function.- 4.2 DoE in the design process: the automotive suspension example.- 4.3 Iterating the DoE process: the rocket engine example.- 4.4 Response surface methodology.- 4.5 Design decisions and product cost.- 4.6 Dealing with factors we cannot control.- 4.7 ANOVA in product design: the night vision goggle design.- 4.8 The loss function.- 4.9 Luck and the value-added manager.- 4.10 Seven features of a good product design.- 4.11 Summary.- 5 Adding value to the supplier-customer relationship with DoE.- 5.1 The beginning of the modern procurement system.- 5.2 The traditional procurement process.- 5.3 The myths of the traditional procurement process.- 5.4 How to evaluate products from multiplesources in a designed experiment.- 5.5 Evaluating multiple sources with column upgrading.- 5.6 Using design of experiments with quality function deployment to convert customer needs to effective products.- 5.7 Adding value to the supplier-customer interface with joint DoE projects: the copper quality example.- 5.8 Using DoE to add value to the capital equipment acquisition process.- 5.9 Summary.- 6 Value-added communications and concurrent engineering with DoE.- 6.1 The ancient art of concurrent engineering.- 6.2 Concurrent design and manufacturing engineering: the elastomeric connector experiment.- 6.3 Concurrent manufacturing and reliability engineering: the thermostat design experiment.- 6.4 Concurrent materials selection and reliability engineering: the automotive interior plastic experiment.- 6.5 Concurrent marketing, sales, design and manufacturing with DoE.- 6.6 Summary of DoE in concurrent engineering.- 6.7 DoE as a value-added management communications tool.- 7 Value-added management with design of experiments.- 7.1 Building cathedrals.- 7.2 Managing the culture.- 7.3 Managing the technology.- 7.4 Managing the data.- 7.5 Implementing the DoE strategy.- Appendix A Taguchi orthogonal arrays and linear graphs.- Appendix B F-tables.- References.
1 Value-added management....- 1.1 Managers and change.- 1.2 The changing workforce.- 1.3 The changing workplace.- 1.4 Value-added management.- 1.5 Value-added management with design of experiments.- 2 ... with design of experiments.- 2.1 Introduction.- 2.2 The Friday afternoon scenario.- 2.3 The fabric lamination experiment.- 2.4 Three types of experiments.- 2.5 Classical and Taguchi arrays.- 2.6 DoE and other quality tools.- 2.7 Interactions among factors.- 2.8 Where do the arrays come from?.- 2.9 Is it really necessary to find the root cause? The tile experiment.- 2.10 The management challenge: where and when to use DoE.- 2.11 Summary.- 3 Value-added manufacturing with design of experiments.- 3.1 Introduction.- 3.2 The heat sink attachment experiment.- 3.3 Copying vs. learning.- 3.4 Pro-active vs. reactive process development and control.- 3.5 Interpreting results with analysis of variance: the wave solder experiment.- 3.6 The DoE process, from beginning to end.- 3.7 Automated design of experiments.- 4 Value-added product design with design of experiments.- 4.1 Managing the design function.- 4.2 DoE in the design process: the automotive suspension example.- 4.3 Iterating the DoE process: the rocket engine example.- 4.4 Response surface methodology.- 4.5 Design decisions and product cost.- 4.6 Dealing with factors we cannot control.- 4.7 ANOVA in product design: the night vision goggle design.- 4.8 The loss function.- 4.9 Luck and the value-added manager.- 4.10 Seven features of a good product design.- 4.11 Summary.- 5 Adding value to the supplier-customer relationship with DoE.- 5.1 The beginning of the modern procurement system.- 5.2 The traditional procurement process.- 5.3 The myths of the traditional procurement process.- 5.4 How to evaluate products from multiplesources in a designed experiment.- 5.5 Evaluating multiple sources with column upgrading.- 5.6 Using design of experiments with quality function deployment to convert customer needs to effective products.- 5.7 Adding value to the supplier-customer interface with joint DoE projects: the copper quality example.- 5.8 Using DoE to add value to the capital equipment acquisition process.- 5.9 Summary.- 6 Value-added communications and concurrent engineering with DoE.- 6.1 The ancient art of concurrent engineering.- 6.2 Concurrent design and manufacturing engineering: the elastomeric connector experiment.- 6.3 Concurrent manufacturing and reliability engineering: the thermostat design experiment.- 6.4 Concurrent materials selection and reliability engineering: the automotive interior plastic experiment.- 6.5 Concurrent marketing, sales, design and manufacturing with DoE.- 6.6 Summary of DoE in concurrent engineering.- 6.7 DoE as a value-added management communications tool.- 7 Value-added management with design of experiments.- 7.1 Building cathedrals.- 7.2 Managing the culture.- 7.3 Managing the technology.- 7.4 Managing the data.- 7.5 Implementing the DoE strategy.- Appendix A Taguchi orthogonal arrays and linear graphs.- Appendix B F-tables.- References.
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