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Titlebook: Manufacturing Management; Learning through Cas D. G. Coward Textbook 1998Latest edition D.G. Coward 1998 business.design.machines.managemen

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发表于 2025-3-21 18:55:00 | 显示全部楼层 |阅读模式
书目名称Manufacturing Management
副标题Learning through Cas
编辑D. G. Coward
视频video
概述Presentation via structured case studies. Each problem is tackled thoroughly leaving no unanswered questions. Readers are prompted to provide their own solutions to problems
图书封面Titlebook: Manufacturing Management; Learning through Cas D. G. Coward Textbook 1998Latest edition D.G. Coward 1998 business.design.machines.managemen
描述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.
出版日期Textbook 1998Latest edition
关键词business; design; machines; management; material; organization; planning; plastics; problem solving; producti
版次1
doihttps://doi.org/10.1007/978-1-349-13915-6
copyrightD.G. Coward 1998
The information of publication is updating

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书目名称Manufacturing Management影响因子(影响力)学科排名




书目名称Manufacturing Management网络公开度




书目名称Manufacturing Management网络公开度学科排名




书目名称Manufacturing Management被引频次




书目名称Manufacturing Management被引频次学科排名




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书目名称Manufacturing Management年度引用学科排名




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书目名称Manufacturing Management读者反馈学科排名




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Strategy Formulation of the Group,ble and timescale required to effect change. By having a plan to control change it is more likely that success will be achieved. Perfection is not sought or expected and so changes to the plan and the objectives set are a normal occurrence. However, the reasons for the change of plan are from analys
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New Investment Decisions,s. As technology progresses, the capital sums and risks involved increase so the methods of the past are not adequate for the situation of today. To tackle decision making in a systematic way requires factual information and not opinion and feelings. Business acumen is still in existence but it need
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Introduction to the Casebook: Structure and Company Information,ues needed for success in the world of application and to satisfy the typical expectations of the lower-level line manager. The budding operations manager/engineer is left in the middle of this void and needs help.
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