Harrington - Understanding the Manufacturing Process (Manufacturing Engineering and Materials Processing)

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title	:	Understanding the Manufacturing Process : Key to Successful CAD/CAM Implementation Manufacturing Engineering and Materials Processing ; 12
author	:	Harrington, Joseph.
publisher	:	CRC Press
isbn10 | asin	:	0824771702
print isbn13	:	9780824771706
ebook isbn13	:	9780585197777
language	:	English
subject	Production management, CAD/CAM systems.
publication date	:	1984
lcc	:	TS155.H2953 1984eb
ddc	:	658.5
subject	:	Production management, CAD/CAM systems.

Page aa Understanding the Manufacturing Process

Page ab MANUFACTURING ENGINEERING AND MATERIALS PROCESSING A Series of Reference Books and Textbooks SERIES EDITORS Geoffrey Boothroyd Department of Mechanical Engineering University of Massachusetts Amherst, Massachusetts George E. Dieter Dean, College of Engineering University of Maryland College Park, Maryland 1. Computers in Manufacturing, U. Rembold, M. Seth, and J. S. Weinstein 2. Cold Rolling of Steel, William L. Roberts 3. Strengthening of Ceramics: Treatments, Tests, and Design Applications, Henry P. Kirchner 4. Metal Forming: The Application of Limit Analysis, Betzalel Avitzur 5. Improving Productivity by Classification, Coding, and Data Base Standardization: The Key to Maximizing CAD/CAM and Group Technology, William F. Hyde 6. Automatic Assembly, Geoffrey Boothroyd, Corrado Poli, and Laurence E. Murch 7. Manufacturing Engineering Processes, Leo Alting 8. Modern Ceramic Engineering: Properties, Processing, and Use in Design, David W. Richerson 9. Interface Technology for Computer-Controlled Manufacturing Processes, Ulrich Rembold, Karl Armbruster, and Wolfgang lzmann 10. Hot Rolling of Steel, William L. Roberts 11. Adhesives in Manufacturing, edited by Gerald L. Schneberger 12. Understanding the Manufacturing Process: Key to Successful CAD/CAM Implementation, Joseph Harrington, Jr. OTHER VOLUMES IN PREPARATION

Page i Understanding the Manufacturing Process Key to Successful CAD/CAM Implementation Joseph Harrington, Jr. Consulting Engineer Consultant to: Arthur D. Little, Inc. Cambridge, Massachusetts MARCEL DEKKER, INC. New York and Basel

Page ii Library of Congress Cataloging in Publication Data Harrington, Joseph, [date] Understanding the manufacturing process. (Manufacturing engineering and materials processing; 12) Includes index. 1. Production management. 2. CAD/CAM systems. I. Title. II. Series. TS155.H29531984658.584-4323 ISBN 0-8247-7170-2 COPYRIGHT 1984 by MARCEL DEKKER, INC. ALL RIGHTS RESERVED Neither this book nor any part may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, microfilming, and recording, or by any information storage and retrieval system, without permission in writing from the publisher. MARCEL DEKKER, INC. 270 Madison Avenue, New York, New York 10016 Current printing (last digit): 10 9 8 7 6 5 PRINTED IN THE UNITED STATES OF AMERICA

Page iii Foreword This book goes to press at a time when manufacturing in the USA is under the duress of new industrial competition, especially from Japan and other Asian nations, but indeed coming from vigorous competitors the world over. American manufacturers have lost market shares not only for reasons of cost but, clearly, also because of poor quality, slow new product development, lack of reliability, and limited service. Between 1960 and 1980 the most vaunted and powerful industrial system the world has ever seen was challenged for the first time. Events have proved in many industries that our industrial system and its management were not as good as we had believed. Before 1960 there was little serious and organized competition. After 1960, when the nature of competition changed, we caved in with surprisingly little resistance. Our quick slide has raised some questions: Was our industrial management really as good as we thought all along? Are the knowledge and wisdom we have built up and accumulated over 200 years valid or are they getting us into trouble? There is considerable evidence that our wisdom about manufacturing management maybe is not all that wise. The Japanese have challenged our assumptions and premises about inventory, about the role of the first-line supervisor, about the proper roles of workers, about gear-

Page iv ing up for the introduction of new products, about vendor relationships, about set-up and changeover times, and about maintenance. Hundreds of experienced industrial managers visit Japan, Taiwan, Germany, and Switzerland to return confounded and surprised that what they had learned as truth here was not true everywhere. Our recent history of industrial malaise has indeed a long-term more-or-less continual antecedent of employee malaise with strikes and withheld effort and commitment dating back to our first textile mills. It all now makes us start to wonder about how to manage manufacturingall over again. For years, seemingly forever, we have thought of managing manufacturing as controlling the effort and actual physical processes of making things. Frederick Taylor taught managers to analyze in depth and with great care exactly what each worker did on or to the product and he urged management to employ some clerks and staff to get the work ready and count it and plan it and control it. The focus of industrial management has not only been on the physical side of manufacturing but equally on the cost of doing the physical operations.

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