Manufacturing Management: Learning Through Case Studies

David G. Coward

ISBN 10: 0333647777 / ISBN 13: 9780333647776

Published by Palgrave Macmillan, 1998

About this Item

Offers an insider's view of changes in industrial operation that should bring about increased performance through the reduction of waste and delay. Each of the ten case studies in the book follows a similar pattern that links theory with practical application. Num Pages: 216 pages, biography. BIC Classification: KJMV5; KND. Category: (UF) Further/Higher Education; (UU) Undergraduate. Dimension: 235 x 155 x 9. Weight in Grams: 339. . 1998. Ill. Paperback. . . . . Books ship from the US and Ireland.

Seller Inventory # V9780333647776

Bibliographic Details

• Title: Manufacturing Management: Learning Through Case Studies
• Publisher: Palgrave Macmillan
• Publication Date: 1998
• Language: English
• ISBN 10: 0333647777
• ISBN 13: 9780333647776
• Binding: Soft cover
• Condition: New

About this title

Synopsis

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.

About the Author

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.