Manufacturing management : learning through case studies / David G. Coward.
By: Coward, D. G. (David G.)
.
Material type: 
BookPublisher: Basingstoke : Macmillan, 1998Description: 204p + pbk.ISBN: 0333647777; 9780333647776.Subject(s): Industrial organization (Economic theory) | Manufacturing processes | Business and Management | Production management -- Case studies | Production & quality control management | Systems engineering | Engineering skills & trades | Manufacturing industries | Management & management techniquesDDC classification: 658.5 COW Summary: Coward gives an insider's view of changes in industrial operation that can bring about increased performance through the reduction of waste and delay. Each of the ten case studies follows a pattern that links theory with practical application.
| Item type | Current library | Call number | Copy number | Status | Barcode | |
|---|---|---|---|---|---|---|
| General lending | MTU Kerry North Campus Library First Floor Main | 658.5 COW (Browse shelf(Opens below)) | 1 | Available | 38888000017552 |
Enhanced descriptions from Syndetics:
In engineering management, the important resources of manpower, materials and machines need special attention in order to achieve competitive advantage. In this case study approach, some relevant theory is provided, with an analysis of the strengths and weaknesses for application. The challenge for the reader is to improve the current situation, given the facts that have been identified. All the cases are open-ended, so the actual changes adopted with outcomes obtained are included, thus facilitating comparisons.
The cases cover topics such as strategy formulation, management structure, cost estimation, production control and delivery, productivity, assembly line output, investment decisions, management information decisions, quality systems, health and safety aspects, TQM and continuous improvement, measuring and monitoring results.
Includes index.
Coward gives an insider's view of changes in industrial operation that can bring about increased performance through the reduction of waste and delay. Each of the ten case studies follows a pattern that links theory with practical application.
Author notes provided by Syndetics
D.G. COWARD originally served a five-year apprenticeship in heavy industry, then held various posts in operational control before entering higher education. He obtained his BSc via a sandwich course; he then studied operational attitudes of management for his MSc. His research and consultant activities have involved start-up problems for manufacturing, quality assurance for small companies and the induction of newly qualified engineers into industry. He recently retired as Principal Lecturer at the University of Central England in Birmingham.
D.G. COWARD originally served a five-year apprenticeship in heavy industry, then held various posts in operational control before entering higher education. He obtained his BSc via a sandwich course; he then studied operational attitudes of management for his MSc. His research and consultant activities have involved start-up problems for manufacturing, quality assurance for small companies and the induction of newly qualified engineers into industry. He recently retired as Principal Lecturer at the University of Central England in Birmingham.