Abstract A discussion of the status of manufacturing industries in New York state between 1970 and 2000, with a view toward showing how the manufacuring economy changed during that peiod resulting in a decline of manufacturing. Structural changes in place to restore the manufacturing economy.
From the Paper The purpose of this research is to examine the decline ofmanufacturing in New York state from to The plan of the researchwill be to set forth the historical and economic context in whichmanufacturing in the state of New York achieved importance and then t
Tags: New, York, manufacturing, economic, decline, unions
Abstract This paper discusses, from a human resources perspective, the various methods of training employees in computer-assisted manufacturing. The strengths and weaknesses of these methods are evaluated in terms of the training outcomes. Several examples of companies who have given computer-assisted training to employees are presented. The paper also discusses the role of transformational leadership during times of change within a company. Human resources plays a role in developing these leaders and promoting them. The paper summarizes the role of human resources for companies involved in manufacturing to stay competitive.
Outline:
Introduction
Management Training and Leadership
Changing the Image Associated with Manufacturing Employee Training and Retraining
Implementation of New Hiring Standards
Conducting an Internal Audit
Conclusion
From the Paper "Since the job market has become tighter in recent years as employment levels have increased, manufacturers must develop wider hiring standards, and train a person with no skills as compared to hiring a person with previously acquired skills. Research indicates that government assistance in the form of tax credits would encourage manufacturers to train their low-level managers and non-supervisory employees. Increasing credits for manufacturers who use state certified education/training institutions would strengthen relationships between the industry and certified training providers (Carnevale, 1990). These ideas imply that the anticipation of rewards is important as well as the perceived contingency between the behaviors desired by the organization and the desired rewards. This also implies that since different people desire different rewards, organizations should try to match rewards with what employees want. However, there may be possible difficulties. Employees may not believe that good performance does in fact lead to more desired rewards, and convincing them may require more changes than the organization is prepared to make. Poor selection and training of employees, for example, even with maximum effort, results in poor performance.
Tags: computer-assisted, manufacturing, human, resources, employees, training
Abstract The practice of statistics in a manufacturing facility is incredibly important for two key reasons: Statistics help to address economic concerns and the functionality of equipment. This paper examines these two specific areas in respect to how statistics are necessary to promote the best interests of the manufacturing facilities. This paper takes the form of an applied knowledge report, where the materials are examined and are then demonstrated in their practice.
Abstract This paper explains that changes in economic activities, such as manufacturing and agriculture, are largely determined by three interconnected factors: Geographic proximity to natural resources, in technology changes and demographics changes. The author uses a number of atlas plates to make arguments about how the manufacturing structure has developed in Canada. The paper relates that agricultural trading centers have become successful and growing commercial centers, consuming high-quality agricultural land.
From the Paper "Changes in economic activities such as manufacturing and agriculture are largely determined by three interconnected factors. These factors are geographic proximity to natural resources, changes in technology and demographics. For example, in Urban Consumption of Agricultural Land Nancy Hofmann states, Many towns that started as agricultural trading centers have become successful and growing commercial centers. Part of their original comparative advantage was their proximity to productive and fertile agricultural land. Now their continuing expansion is consuming this high-quality agricultural land (Hofmann 1). What this indicates is that urban centers developed primarily because of the natural resources within the area."
Abstract The intent of this paper is to provide an overview of both the perception versus the realities of global manufacturing. The writer points out that the reality of outsourcing is that it is a global business dynamic that reflects a company's need to follow the lowest cost of manufacturing, service and support around the globe. In addition, the writer notes that the Internet has forced the responsibility of global competition on previously parochial, regionalized businesses. The writer concludes that that the Internet and globalization has forever changed the face of global competition, and that offshore outsourcing is going to continue and grow due to cost advantages.
Outline:
Summary
Financial Implications for the U.S. Regarding Outsourcing
Offshore Outsourcing Has Become the Political Football of Choice
Conclusion
From the Paper "The key take-away from the debate at the CEO Forum was not necessarily how key economic indicators are defining varying degrees of growth or lack thereof in the American economy. Rather, the discussion made one very glaring and uncomfortable fact true; unions and their usefulness are quickly losing relevancy, and in a globally competitive arena, labor costs will make or break the long-term competitive strength of any nation. Artificially inflated labor rates, as Ford Motor Company has done for example, are a strategy that no longer works as the auto company's recent financial performance proves. Jobs and professions that require brains over brawn and muscle dominate high growth professions, and while Democratic party officials worry about the loss of their constituents from unions, the broader fear that needs to be confronted is equipping the next generation of American workers with the intellectual tools to compete, not simply an attitude of entitlement that tends to pervade households where multiple generations have been in unions."
Abstract This paper examines Poka-Yoke, a Japanese term used to denote a fool-proofing technique that constitutes the core of zero quality control (ZQC). The paper explains that the term is derived from Poka, implying unintentional mistake, and Yoke, meaning avoiding. Normally, this technique is applied in the manufacturing processes, but has extensive uses in offices, order and invoice processing, hospitals and drug dispensing, and maintenance of aircrafts especially with processes that run the risk of causing dangerous in-service breakdown. The paper concludes that, because mistakes can be costly, Poka-Yoke is gaining popularity and is acknowledged as a competitive tool in the production process.
Outline:
Introduction to Poka-Yoke
Poka-Yoke in Manufacturing Poka-Yoke and Modern Lean Production System
The Growing Relevance of Poka-Yoke
From the Paper "Repeated checks are having the closest downstream operation check the work of the earlier operation. It is ensured that each operation carries out production as well as quality inspection. Efficient poka-yoke devices render such an inspection system a reality by lowering the time and cost of inspection to almost zero. Since inspections involve minimal cost, each and every time might be inspected. Given that work-in-process inventories are low, quality feedback used to enhance the process can be provided very rapidly. Self-checks using poka-yoke devices let workers evaluate the quality of their own work. As they check each and every unit produced, operators might be able to find out what conditions underwent changes that led to the previous unit to be defective. This understanding is used to check subsequent defects. Self-checks are chosen to successive checks in cases wherever feasible (A Brief Tutorial on Mistake-Proofing, Poka-Yoke, and ZQC)"
Abstract The paper shows Noam Chomsky's opinion regarding the content of the media. The writer explains that Chomsky feels that the news is actually propaganda and that there are a vast number of people who are uninformed and heavily propagandized. The writer explains Chomsky's belief that America is not a democracy. In summation, the paper explains that we believe what we are casually told is the truth and that news is America's largest manufactured product.
From the Paper "Chomsky, of course, is no bearded recluse, furiously scribbling in some loft, and railing against capitalism because he cannot (or does not want to) be a part of it. Chomsky is a professor of linguistics at M.I.T. And his major reasoning is that, in order to cope effectively with the daily media barrage that assaults us- from newspapers to weekly news magazines, to prime time network "magazines" not to mention the brief sound bites on the nightly network news programs- people must undertake "a course of intellectual self defense".
"What does he feel we must defend ourselves against? For one thing the smugness of being American, being the "greatest super power of the world", required to be the world's policeman and moral indicator, sending troops, goods, company executives, and most of all, billions to shore up the good will we require from the rest of the world."
Abstract This paper examines components of a comprehensive human resources strategic plan that will delineate what Riordan Manufacturing needs to do as it prepares to address the upcoming departure of a large number of baby boomer employees. In particular, the paper examines in brief what resources can be utilized and what measures can be taken to ensure that the company culture is not vitiated. In the final analysis, a judicious use of resources and techniques can see to it that Riordan replaces departing individuals with the right people.
From the Paper T"he following paper will briefly review a hypothetical human resources strategic plan for Riordan Manufacturing as it prepares for the inevitability of a large number of baby boomers leaving its employ in the next decade or less. In particular, the paper will examine the direction the economy is taking as well as the sort of employee that will both thrive in that new economy and also perpetuate the company's cultural ethos. As will become apparent, Riordan Manufacturing faces a major challenge, but it is by no means an insuperable challenge. To understand Riordan's human resources challenge, it is necessary to understand, at least a little, Riordan itself. To begin with, the company is an industry leader in plastic injection molding, with anticipated sales for 2005 reaching approximately $46 million."
An in-depth study examining the transition in automobile manufacturing from a mass production approach to a lean manufacturing approach, due to the effects of globalization.
Abstract The context of the problem investigated in this study is the contemporary automobile manufacturing approach where the competitive environment is increasingly global in character. Each automobile manufacturing operation in a single country is, in effect, in direct competition with counterpart operations in every other country wherever automobile manufacturing occurs. The problem is examined in the context of an automobile assembly plant of the TBC Company. The on-rush of economic globalization persuaded all American automobile manufacturers that a completely new approach to manufacturing was required in place of the hodge-podge of mass production and Japanese khan bhan techniques that had developed. The result of this conclusion was the development of lean manufacturing. The problem investigated in this study involves the transition in manufacturing from a mass production approach to a lean manufacturing approach. The main characteristics of the problem addressed are (1) materials management, (2) engineering changes, (3) machine, equipment and facility readiness, (4) labor flexibility, (5) outsourcing, and (6) cycle-time management.
Table of Contents:
Problem Context and Characteristics
Literature Review, Best Practices and Focal Organization Characteristics
Research Design
Gap Analysis
Conclusions and Recommendations
From the Paper "The greater choice of suppliers in international markets makes it possible to reduce costs and improve the quality of procured materials. In relation to production, the generation of economies of scale can be realized either through (1) the concentration of all production activities or through (2) the construction of a number of plants according to the needs of specialization. Production in decentralized plants can facilitate the attainment of several objectives, including (1) lower costs, (2) learning curve economies, (3) the establishment of a company in foreign markets, (4) the introduction of new products, and (5) technical leadership (Gulati, 1995)."
An in-depth study which compares the manufacturing sector of Jamaica with the manufacturing sector in Trinidad and Tobago and why one is more successful than the other.
Abstract This paper compares, through the application of appropriate economic models, the development of the manufacturing sub-sector in Jamaica with the manufacturing sub-sector in Trinidad in order to identify those factors that have led to higher levels of growth in Trinidadian manufacturing than those prevailing in Jamaican manufacturing. The paper asks if the differences between Jamaica and Trinidad in the effectiveness of the transmission of export gains, have contributed to differences in the growth of the manufacturing sub-sector in the two countries. It also questions whether the differences between Jamaica and Trinidad, in relation to the development of internal obstacles emanating from governmental economic policy, have led to differences in the levels of foreign direct investment (FDI) in the two countries.
From the Paper "Throughout the decade of the 1980s, Jamaica experienced economic growth. The nation's mean growth rate for the decade was 2.2 percent, and the Jamaican economy recorded its highest growth rate, 4.1 percent, in 1990. Subsequently to 1990, Jamaican economy performed somewhat erratically through 1994 while maintaining growth. The economy was flat in 1995 and fell into recession in 1996, where it has since remained (World Bank, 1999). Gross domestic product (GDP) in Jamaica declined 0.7 percent in 1998 (Thomas, 1999). By the spring of 1999, Jamaica's economy was described as being in a state of "shambles" after recording its third consecutive year of recession in 1998 (Gibbings, 1999, p. 1).
The Trinidadian economy, by contrast with that in Jamaica, was in recession throughout the 1980s, experiencing mean negative growth of 2.9 percent across the decade. Trinidad experienced two years of economic growth in 1990 and 1991 before falling back into recession in both 1992 and 1993. From 1994 through 1998, however, Trinidad recorded strong economic growth, although the rate of growth steadily declined from 3.8 percent in 1994 to 3.1 percent in 1998 (World Bank, 1999). By the spring of 1999, however, Trinidad's economy was described as being in "rapid decline" (Gibbings, 1999, p. 1). GDP growth in the first quarter of 1999 slipped to two-percent (International Monetary Fund, 1999)."
Abstract This paper investigates the implementation of lean manufacturing in a custom transducer manufacturing company. The paper explains that lean production emphasizes waste elimination. Lean manufacturing requires a disciplined form of production. Every component of the manufacturing process is analyzed repeatedly for flaws and defects.The paper claims that lean manufacturing is a difficult change to implement in an organization, and it takes great discipline from the management to the rank-and-file worker to obtain the positive results of this methodology.
From the Paper "The age of customization in manufacturing has given way to mass production. While there were many benefits to mass production, there were some aspects of mass production that were less than desirable. One of the primary negative aspects of mass production was the inventory. Organizations had to maintain inventories in order to ensure continuous production. Inventory includes: raw materials, component parts, subassemblies, and finished goods, and the various products and supplies required in the production and distribution process. Inventory can be a liability as well as an asset: excessive, finished (goods) inventory requires large warehouses; many times, this is the first indication of bad decisions in the production and process stages."
This paper discusses the concept called lean manufacturing, a manufacturing process that uses less of every resource, including material, time, and energy.
Abstract This paper explains that lean manufacturing is a paradigm shift requiring that the organization be structured around the customer pull-value. The author points out that, since the early 1980s, manufacturers have moved away from the conventional Fordist push system of mass assembly line production toward a system of lean production. The paper relates that lean manufacturing is a more capable system of production than Fordism because lean manufacturing stresses quality and a quick reaction to market circumstances, using technologically advanced tools and an adaptable organization of the production process.
From the Paper "Implementation of lean manufacturing consumes lots of time and it makes use of the concepts of effective plant layout, workplace organization, standardized work, customer demand-based manufacturing, quick changeover, one-piece flow, cellular manufacturing, batch reduction, teams, visual controls, quality at the source, point-of-use storage. Lean manufacturing also employs the contemporary essentials and technologies of scrap cutback, process enhancement in machining and tool selection over and above material selection, setting time reduction, Just-In-Time, Kaizan, top-notch manufacturing, synchronous manufacturing, and inventory management."
Abstract This paper examines the issue of strategic planning for a company specializing in plastic injection molding and design, Riordan Manufacturing. The paper points out that strategic planning is the very essence of long-term survival for a business. Since publicly-owned corporations like Riordan Manufacturing have the primary goal of maximizing shareholder wealth, strategic planning centers on the long-term growth in a company's financial position. Also, Riordan Manufacturing must constantly keep abreast of local, state, federal, and international laws, since a simple legislative act could affect them in any number of ways. Another primary concern is that of competition. The paper also suggests that Riordan Manufacturing should construct much of its budget based upon its economic forecast. The paper concludes that Riordan Manufacturing seems well-poised to continue its growth in the plastic injection molding industry, and appears to adhere to sound financial planning strategies, leaving little doubt that its shareholders are being appropriately represented.
Outline:
Strategic Planning
Economic Forecast
Master Budgeting Process
Assumptions
Conclusion
From the Paper "The formulation of any projected financial data must naturally include some assumptions. In the case of cash budgets, one important assumption of that of sales compared to collections from sales. Riordan quite clearly expects to collect revenue from sales during the month following the actual sale. For example, projected sales for July total $5,350,200 whereas projected collections from those sales are expected to be received in August under the cash budget.
"Another assumption appears evident in interest income. Given that collections from sales occurs up to a month--and possibly later--after the actual sale, Riordan has anticipated the interest income to be a fairly steady amount; as the figure does not change at any point throughout the fiscal year."
Tags: shareholders, stockholders, investors, plastic, injection, molding, industry
Looks at a case analysis to determine if USTech, a large, global consumer electronics product (CEP) manufacturer, should eliminate the distribution middleman.
Abstract This paper relates that USTech is considering two new strategies. The author explains that the first strategic consideration is to further reduce operating costs and improve its profit margins by removing its original design manufacturer from the cost equation. The paper then explains that the second strategic option is to enter the Chinese market rather than simply utilizing its outsourcing manufacturers. In addition, the paper outlines the recommended USTech's strategic action plan, which should be implemented to shift its contract manufacturing away from TaiSource and over to a mainland Chinese manufacturer as well as to accomplish an effective market entry strategy to allow the company to enter the Chinese market itself.
From the Paper "Clearly, USTech's willingness to risk its relationship by hiring away one of TaiSource's critical employees demonstrated to TaiSource that the relationship that it had developed with USTech was not one based on trust and therefore the long-term viability of the contracting arrangement was not realistic. Yet, while Greg is beginning to sense the severity of the damage that USTech has done to its relationship with TaiSource both he and the company is completely at a loss about how to continue when their choices are obvious to all who are familiar with the cultural character of the Chinese and, specifically, the Taiwanese culture."
Abstract In this article, the writer notes that in the past few decades, emerging new technologies have threatened the existence of the traditional bicycle. However, even with such threats, the bicycle has survived and has even grown in numbers, sales and use. Many poorer countries whose citizens do not have widespread access to cars or buses utilize the bicycle for travel, work and entertainment, while in richer countries such as the United States, the bicycle still maintains its common popularity. The writer maintains that the bicycle industry appears to be a viable industry despite the competition presented by technology. This paper discusses the manufacturing process of the bicycle, taking into account the history of the bicycle and the manner in which this process developed. The writer examines the present impact of the manufacturing process and concludes with a projection of the future usage of the bicycle.
Outline:
Introduction
History of the Bicycle
Early Manufacturing Process of the Bicycle
Early Placement in the Market & Present Impact of the Manufacturing Process
Projections of the Future Usage of the Bicycle
Conclusion
From the Paper "The present manufacturing process greatly differs from the early processes utilized by companies such as Schwinn. In the present, frame manufacturers buy tubing from one source, frame fittings from others, and then fabricates a frame. Some companies outsource frame subassemblies and bicycle painting to other countries where the labor is cheaper. This differs greatly from the manufacturing process where all of the operations to produce a frame were manufactured in-house. The early manufacturing process consisted of making the tubing, the frame fittings, and joining the tubes and fittings into a frame and painting it. The only products the early manufacturers bought were coils of 1010 steel strip, as compared to buying separate pieces for each segment of the bicycle. This present manufacturing process will bring additional jobs to poorer countries, that will benefit from the domestic manufacture of bicycles. This outsourcing is positive because many of these poorer countries rely on bicycles as their primary means of transportation."
