Über die Autorin bzw. den Autor

JAMES G. CORRELL is Principal of Oliver Wight Americas, Inc. Certified by the Association for Operations Management (APICS) in production and inventory management at the Fellow level, he has presented several papers at APICS international conferences.

KEVIN HERBERT has been an Oliver Wight Associate since 1998. He was formerly Eastman Kodak's director of supply chain management-logistics for Europe, Africa, and the Middle East. He is a member of APICS, and has taught students how to achieve qualification for the APICS Diploma in Production and Inventory Management (DPIM).

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The business world is more challenging than ever. New technologies present new opportunities and the increasing demands for responsiveness and flexibility mean that manufacturing must have levels of control never imagined twenty-five years ago. In attempting to face up to all these challenges, it is often difficult to know where to begin, and this can lead to employee confusion and underperformance. Gaining Control helps you get control of manufacturing facilities and achieve increased output by retaking command with expert advice and down-to-earth writing from James Correll and Kevin Herbert, two prominent consultants from the Oliver Wight company.

Gaining Control takes you inside the Hayes Tractor Company, a fictitious company but one with all too familiar characteristics and situations. The authors expose the conditions that are causing the company to fail and miss production deadlines, leading to employee morale and discipline problems. Then, they reveal the proven and effective strategies that Oliver Wight uses to help businesses with these issues gain control of their production resources for more effective deployment whether the resources are people, processes, or machines. Following the example of Hayes, you'll learn how to apply these best practices to your own operation, leading to better control, higher efficiency, and more satisfied employees and customers.

This fully up-to-date new edition includes twenty-four new methods, concepts, and technological advances introduced since publication of the last edition. The authors explore methodologies like Finite Capacity Scheduling and Advanced Planning and Scheduling, pointing out pitfalls and potentialities and showing you how to implement planning and scheduling enhancements across the entire business. A complete guide to manufacturing effectiveness, the book also offers expert coverage of topics such as advanced planning systems, and lean and computer- based scheduling.

Gaining Control will help you close the loop in your goals to consistently deliver on time, maximize efficiency, and reduce lead times. Combining new software, technologies, and processes with tried-and-true methods, this revised edition of a classic text will help you take command of your facilities and improve all aspects of performance.

Aus dem Klappentext

The business world is more challenging than ever. New technologies present new opportunities and the increasing demands for responsiveness and flexibility mean that manufacturing must have levels of control never imagined twenty-five years ago. In attempting to face up to all these challenges, it is often difficult to know where to begin, and this can lead to employee confusion and underperformance. Gaining Control helps you get control of manufacturing facilities and achieve increased output by retaking command with expert advice and down-to-earth writing from James Correll and Kevin Herbert, two prominent consultants from the Oliver Wight company.

Gaining Control takes you inside the Hayes Tractor Company, a fictitious company but one with all too familiar characteristics and situations. The authors expose the conditions that are causing the company to fail and miss production deadlines, leading to employee morale and discipline problems. Then, they reveal the proven and effective strategies that Oliver Wight uses to help businesses with these issues gain control of their production resources for more effective deployment--whether the resources are people, processes, or machines. Following the example of Hayes, you'll learn how to apply these best practices to your own operation, leading to better control, higher efficiency, and more satisfied employees and customers.

This fully up-to-date new edition includes twenty-four new methods, concepts, and technological advances introduced since publication of the last edition. The authors explore methodologies like Finite Capacity Scheduling and Advanced Planning and Scheduling, pointing out pitfalls and potentialities and showing you how to implement planning and scheduling enhancements across the entire business. A complete guide to manufacturing effectiveness, the book also offers expert coverage of topics such as advanced planning systems, and lean and computer-based scheduling.

Gaining Control will help you close the loop in your goals to consistently deliver on time, maximize efficiency, and reduce lead times. Combining new software, technologies, and processes with tried-and-true methods, this revised edition of a classic text will help you take command of your facilities and improve all aspects of performance.

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Gaining Control

John Wiley & Sons

Chapter One

Brian Miller rebuilt the 1957 Chevy convertible for his wife as he had planned. She loved old cars and especially the 1957 Chevy. Her dad drove one when she was little and she never forgot it. Brian knew what parts he needed and had them there when it was time to install them. He figured out the proper sequence in which to reconstruct his pride and joy. He even scheduled his weeknights and weekends to ensure that he would complete the car in time to coincide with his wife's 30th birthday, yet not interfere with his family life, and work-in that order. Because things never seemed to work out exactly as planned, he constantly rescheduled his time to get things done. He met his target date a day early. On her birthday night, he ceremoniously opened the door of the Chevy for his wife. She seated herself, turned the key, and took Brian for a ride in her new car.

His planning and execution had resulted in a project completed on time. Why then, he thought from his office at the Hayes Tractor plant, couldn't he get his three production shifts running smoothly? He was the manager of the machine shop. He had a computerized planning and scheduling system that was supposed to provide schedules with which he could run the machine shop. Why was it that he couldn't achieve the same success he'd had rebuilding the Chevy?

Brian had only been at the West Coast plant for two months, having transferred from the company's Midwest division. He was the new guy on the block, and he was learning how to survive in this good-ol'-boy environment. As he looked out over the shop, he was not a happy man. The plant was in real trouble. Product was never delivered on time, lead times were unpredictable, and productivity was atrocious. The schedule that was generated by the computer was unusable and may as well have been thrown in the trash as soon as it arrived. Things were simply out of control.

It had been 6 months since Pete Smith was promoted from the Midwest plant to replace the retiring general manager. Pete had slowly begun to prune the ranks of the old-guard managers, replacing them with a group of more forward-thinking people.

Brian was one of these, replacing the Machine Shop manager who had been with the company for 45 years and had been moved over to the Human Relations department. Brian came from Quality Control to the Machine Shop, which didn't make the people in the shop too happy. They thought the new manager should have been elevated from within their own ranks, as was the tradition. Ralph Barnard, the Production Manager, had thought so, too.

On Brian's first day on the job, he was called into Ralph's office. Pete had known Brian at the Midwest plant and had arranged for his transfer, feeling that Brian's management style and quality perspective were needed at Hayes. Ralph, on the other hand, didn't know Brian at all. Ralph, who was in his early sixties, wore a constant sour smile as if his stomach were continually in revolt. He closed the door and sank heavily into the high-backed chair behind his desk.

His desk was covered with production reports, shipping schedules, product drawings, engineering changes, and memos about missed schedules. What caught Brian's attention, however, was a statue of a steel-gloved hand with a lightning bolt struck through it. The inscription read: "Cause it to happen!" This exemplified Ralph's attitude.

"All right, it's as simple as this," Ralph said, leaning back in his chair. "You've been brought in here as the Machine Shop manager. But here's the deal, Miller: You've got three months to get productivity up and shortages down. Nobody expects you to meet the schedules that come out of Production Control. That would be virtually impossible, since they're so screwed up. What I want you to concentrate on is the hot list from Mickey in Assembly. That'll tell you the real priorities, and that's what I want you to work on. If you don't, I'll find someone who will!"

Brian slowly lifted himself from his chair and thought to himself, "What have I gotten myself into?" He said, "Well, Ralph, I appreciate your vote of confidence. And I guarantee you I'll work hard to get the job done. I know I can do it."

"I hope so, kid." Ralph couldn't suppress his smile.

Needless to say, Brian left the office concerned about his lukewarm welcome, but even more determined to make a difference at Hayes. He had little idea of what he was up against.

He knew his first move was to try to establish a working relationship with his people, so Brian had his supervisors take him around and introduce him to everyone. He wanted to let these people know that he was a friendly sort and not one to just stay squirreled away in his office.

The second part of Brian's plan was to enroll quietly in a Machine Shop class at the local community college. Since his knowledge about machining parts was limited, he figured it'd probably be in his best interests to get some hands-on experience.

It was after the third class session that his teacher, Frank Snider, came up to Brian, having noticed that his hands weren't exactly the hands of a machinist. "Where do you work, Brian?" he asked.

"Hayes."

"Oh, yeah? What's your position there?"

"I'm the Machine Shop manager," Brian said.

Frank just about fell over. He had retired from Hayes' machine shop and now was teaching this class to stay busy. "I'll give you all the help I can," was Frank's generous reply. Fortunately Brian liked working with the equipment and proved himself to be a quick learner.

Several weeks later, Frank returned to Hayes to pick up some scrapped parts that Hayes had agreed to give the college for its students' use. Brian was on the shop floor, expediting a past-due part, when he found Frank chatting with a group of Brian's machinists who were some of Frank's old buddies. Frank made a point of telling them all about his new star pupil. Brian was embarrassed. But, contrary to his fear that it would lower his workers' estimation of him, it earned Brian a good deal of respect. The old timers were really impressed that the "kid" would take the time to try to learn the trade.

Brian, however, had bigger problems to face with his new job than just earning the respect of his workers. First, there were the daily 8:30 A.M. part-shortage meetings.

Some years ago the company had installed an Enterprise Resource Planning system to generate information that told the material planners when to release orders. The computer was also providing Brian with schedules and machine-load reports for each of the work centers. The only problem was that they were completely worthless. They didn't reflect the work that really needed to be done, and a large percentage of the scheduled orders were already past due. Consequently, everyone was using hot lists to communicate the real priorities.

The supply chain organization constantly told Brian that there wasn't anything wrong with the computer system. The problem was with the people, who were simply not following the schedules. Brian knew that they were including him in their comments, but he had no idea what he was doing wrong.

Brian also knew there were problems with management. It was as if top management didn't understand the limitations of the manufacturing process. It...