but hopefully the upper management is astute enough and is accepting of the ideas that (for example) running a machine at a 100% might be efficient in terms of cost but will possibly create overruns of inventory for the process that follows it. Now, I understand that a typical plant manager has to go against the accountants and the financial analysts in their discussions of bottle necks, throughput, inventory control, etc. It attempts to do so in such a "layman's" almost childish terms that people who will be impressed are probably the ones who never managed a facility and people that know what are queuing techniques and took at least one course in Industrial engineering will consider this book elementary and even laughable. Unfortunately this book falls far too short of explaining the reality of managing a manufacturing facility.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |