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E-raamat: Manufacturing Cost Policy Deployment (MCPD) and Methods Design Concept (MDC): The Path to Competitiveness [Taylor & Francis e-raamat]

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  • Formaat: 402 pages, 27 Tables, black and white; 73 Line drawings, black and white; 26 Halftones, black and white; 72 Illustrations, black and white
  • Ilmumisaeg: 23-Mar-2017
  • Kirjastus: Productivity Press
  • ISBN-13: 9781315155838
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  • Taylor & Francis e-raamat
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Manufacturing Cost Policy Deployment (MCPD) and Methods Design Concept (MDC): The Path to CompetitivenessSuurem pilt
  • Formaat: 402 pages, 27 Tables, black and white; 73 Line drawings, black and white; 26 Halftones, black and white; 72 Illustrations, black and white
  • Ilmumisaeg: 23-Mar-2017
  • Kirjastus: Productivity Press
  • ISBN-13: 9781315155838
Teised raamatud teemal:
Taylor & Francis e-raamatudRohkem infot Taylor & Francis e-raamatute kohta
Raamatu kodulehekülg: https://www.taylorfrancis.com/books/9781315155838
Providing a reasonable level of profitability through productivity is - and will remain - one of the fundamental tasks of the management teams of any production company.

Manufacturing Cost Policy Deployment (MCPD) and Methods Design Concept (MDC): The Path to Competitiveness contains two new methodologies to improving the productivity and profitability of production systems that continuously increase competitiveness: Manufacturing Cost Policy Deployment (MCPD) and Methods Design Concept (MDC). Both MCPD and MDC are the result of long-time synthesis and distillation, being implemented successfully, totally or partially, in many companies. The MCPD system, developed by Alin Posteuc, is a manufacturing cost policy aimed at continuous cost improvement through a systemic and systematic approach. The MCPD is a methodology that improves the production flow driven by the need for Manufacturing Cost Improvement (MCI) for both existing and future products through setting targets and means to continuously improve production process productivity for each product family cost. The MDC, developed by Shigeyasu Sakamoto, design the effective manufacturing methods using a tool of engineering steps identifying ideas for increasing productivity called KAIZENSHIRO (improvable value as a target). The MDC results on production methods lead to effectiveness of work measurement for performance (P) and to knowledge and improvement of production control and planning as utilization (U), in order to achieve labor target costs.

The combination of MCPD and MDC methodologies can provide a unique approach for the managers who are seeking new ways for increasing productivity and profitability to increase the competitive level of their manufacturing company.
List of Figures xiii
List of Tables xvii
Prologue xix
Preface xxiii
About the Author xxv
Abbreviations xxvii
Section I Introduction
Chapter 1 Productivity Business Model for a Real Competitiveness
9(58)
1.1 Profitability and Productivity by Consistent Manufacturing Cost Improvement
9(10)
1.2 Productivity Business Model Development
19(32)
1.2.1 Productivity Vision and Profit Growth Opportunities
22(3)
1.2.2 Productivity Mission in Terms of Manufacturing Capacity and Cost Improvement
25(8)
1.2.3 Productivity Core Business Goals
33(4)
1.2.4 The Long-Term Productivity Strategies
37(45)
1.2.4.1 Level 1: The Basic Productivity Strategies
40(3)
1.2.4.2 Level 2: The Interdepartmental Productivity Strategies
43(4)
1.2.4.3 Level 3: The Product Family Productivity Strategy
47(4)
1.3 The Productivity Policy Deployment and the Master Plan to Fulfill the Vision
51(9)
1.4 From Profitability Plan to Action through Manufacturing Cost Improvement
60(7)
Chapter 2 MCPD as the Company's Internal Business
67(22)
2.1 From Productivity Strategies to Cost Reduction Strategies
67(12)
2.2 MCPD: Basic Concept
79(3)
2.3 MCPD: Principles and Features
82(4)
2.3.1 Principle No. 1: Target Profit from MCI Does Not Change
82(1)
2.3.2 Principle No. 2: MCI Targets for Each Product Family Cost
83(1)
2.3.3 Principle No. 3: The Continuous Quantifying of Losses and Waste in Costs for Each Product Family Cost
83(1)
2.3.4 Principle No. 4: The Continuous Reconciliation of Annual MCI Targets for Each Product Family Cost
84(1)
2.3.5 Principle No. 5: Improvement Budgets for Each Product Family Cost
84(1)
2.3.6 Principle No. 6: Coordination Improvements through MCI Targets for Each Product Family Cost
84(1)
2.3.7 Principle No. 7: Waste (Stocks) Elasticity on Losses
85(1)
2.4 The System of MCPD
86(3)
Chapter 3 Manufacturing Cost Policy Analysis
89(68)
3.1 Step 1: Context and Purpose of MCI
89(18)
3.1.1 Factory Vision, Mission, Core Business Goals, and Cost Approach
90(1)
3.1.2 Long-Term Business Strategy and Long-Term Cost Strategy
91(4)
3.1.3 From Market and Internal Context to Pressure on the Cost of the Product Family
95(3)
3.1.4 Basic Business Policy and Basic Cost Policy
98(2)
3.1.5 Mid-Term Business Strategy and Mid-Term Cost Improvement Strategy
100(2)
3.1.6 Actual Manufacturing and Costs Records for Each Product Family
102(3)
3.1.7 Manufacturing and Cost Key Points for Each Product Family
105(2)
3.2 Step 2: Cost Strategy into Action: Annual Targets and Means for MCI
107(50)
3.2.1 Top-Down Approach: Annual MCI Targets for Each Product Family Cost
108(8)
3.2.1.1 Product-Past Targets Analysis
109(2)
3.2.1.2 Product-Market Analysis
111(2)
3.2.1.3 Product-Processes Analysis
113(3)
3.2.2 Bottom-Up Approach: Losses and Waste for Each Product Family Cost
116(24)
3.2.2.1 Losses and Waste for Each Process: Means for MCI
116(11)
3.2.2.2 Actual Losses and Waste for Each Process
127(5)
3.2.2.3 Actual Cost of Losses and Waste for Each Process
132(8)
3.2.3 Annual MCI Targets Reconciliation and Setting Targets for Each Process
140(14)
3.2.3.1 MCI Targets Reconciliation by Cost Policy Deployment Setting
140(2)
3.2.3.2 MCI Targets Reconciliation for Each Product Cost Family
142(12)
3.2.4 Align the Organization through Catchball: New Prices for Sales and Product Profitability
154(3)
Chapter 4 Manufacturing Cost Policy Development
157(68)
4.1 Step 3: Improvement Budgets: Improvement Budgets and Cash Improvement Budget
157(46)
4.1.1 Annual Target Profit: Target Profit from MCI and Sales Target Profit
158(4)
4.1.2 Improvement Budgets for Each Product Family Cost
162(31)
4.1.2.1 Annual Manufacturing Improvement Budget for Existing Products
162(8)
4.1.2.2 Multiannual Manufacturing Improvement Budget for New Products
170(18)
4.1.2.3 Annual Manufacturing Cash Improvement Budget for Each Product Family Cost
188(5)
4.1.3 Setting of Means for MCI Targets for Each Product Family Cost
193(10)
4.2 Step 4: Annual Action Plan for MCI for Each Product Family Cost
203(22)
4.2.1 Align the Organization through Catchball: Means for MCI Targets
208(1)
4.2.2 Planning for MCI
209(1)
4.2.3 Definition and Preparation of Individual Plans for Systematic and Systemic Improvement
210(4)
4.2.4 Action Plans to Achieve the Transition from Systematic Improvement to Systemic Improvement
214(11)
Chapter 5 Manufacturing Cost Policy Management
225(32)
5.1 Step 5: Engage the Workforce to Execute the MCI Targets
225(5)
5.1.1 Departmental Organization for Achieving MCI Targets
225(3)
5.1.2 Systematic and Systemic Projects for MCI Targets: Solutions, Resource, and Benefits
228(2)
5.2 Step 6: Cost Improvement Performance Management
230(8)
5.2.1 Evaluation of the Systematic and Systemic Improvement Projects for MCI Targets
230(2)
5.2.2 Equipment Systematic Cost Improvement Performance Management
232(4)
5.2.3 Systemic Cost Improvement Performance Management
236(2)
5.3 Step 7: Daily MCI Management
238(19)
5.3.1 The Basic Principles and Responsibilities for Daily MCI Management
238(2)
5.3.2 Management Branding for MCI
240(4)
5.3.3 Daily MCI Management Process
244(13)
Section II Opener
Chapter 6 MDC Contribution to Productivity and Profitability
257(18)
6.1 Importance of Measuring Effectiveness
257(2)
6.2 A Funny Story of Non-Real Gain at Board Meeting
259(2)
6.3 Improvement Cases and Methodology
261(14)
6.3.1 A Case of the Company NRM
261(8)
6.3.2 A Case of the Company OCP
269(3)
6.3.3 Saving Capital Investments
272(3)
6.3.3.1 From Necessity Oriented to Feasibility Oriented
272(1)
6.3.3.2 Make a Point of Effectiveness and Efficiency
272(1)
6.3.3.3 Objective Ways of Calculation for Required Investment Estimation
273(1)
6.3.3.4 Exploit EE
273(1)
6.3.3.5 Compressing Required Cost, Expenses, and Investment
273(2)
Chapter 7 IE Contribution for Productivity
275(12)
7.1 IE as Engineering for Productivity and Profitability
275(4)
7.1.1 Integrated System of People, Materials, Information, Equipment, and Energy
276(1)
7.1.2 Design with the Principles and Methods of Engineering Analysis
277(1)
7.1.3 To Specify, Predict, and Evaluate the Results to Be Obtained from Such Systems
277(2)
7.2 Two Approaches to Method Change
279(3)
7.3 Recent Modern Ways of Manufacturing
282(5)
7.3.1 Work Simplification
282(1)
7.3.2 Methods Design
283(1)
7.3.3 Mechanization
283(4)
Chapter 8 Theoretical Guide for Productivity and Profitability
287(26)
8.1 Why Do We Need Increasing Productivity?
287(2)
8.1.1 Improving Living Standard
287(1)
8.1.2 Satisfaction to Work/More and Better Jobs
287(1)
8.1.3 Lower Consumer Prices
288(1)
8.1.4 Effectiveness of Capital Investment Management
289(1)
8.2 Three Effective Activities for Productivity
289(6)
8.2.1 Category A Activity
290(1)
8.2.2 Category B Activity
291(1)
8.2.3 Category C Activity
291(4)
8.3 Analytical Contents of Productivity
295(16)
8.3.1 M Factor of Productivity
295(4)
8.3.1.1 Hardware and Software
295(1)
8.3.1.2 Advanced Consideration to Line Balancing
296(2)
8.3.1.3 Software Doesn't Open to the Outside
298(1)
8.3.2 P, Performance Factor
299(10)
8.3.2.1 To Do Right Follow to ST Is Performance
299(1)
8.3.2.2 Measuring with ST
300(2)
8.3.2.3 Skill and Effort Are Performance Contents
302(2)
8.2.3.4 From Present to Standard New Method
304(3)
8.2.3.5 Measuring Logic for M and P Improvement Effect
307(1)
8.2.3.6 What Is 100% Performance?
308(1)
8.3.3 U, Utilization Factor
309(2)
8.4 Synergism Effect of M, P, and U for Productivity
311(2)
Chapter 9 Jumping Up Productivity and Profitability
313(14)
9.1 What Is Profitability Improvement?
313(3)
9.2 Profitability Management
316(2)
9.3 Productivity Contribution to Profitability
318(3)
9.4 Productivity Leads Unit Labor Cost Reduction
321(6)
Chapter 10 Methods Design Concept Methodology
327(26)
10.1 Forming Methods Design Concept
327(9)
10.1.1 First Process: Setting a Model of Working Methods?
327(1)
10.1.2 Second Process: Defining Functions of All Work Contents
328(1)
10.1.3 Third Process: Setting Design Target as Improvement Value
329(2)
10.1.4 Fourth Process: Searching/Creating Improving Ideas
331(3)
10.1.5 Fifth Process: Modifying and Summarizing Ideas as a Concrete New Method
334(1)
10.1.6 Sixth Process: Implementing New Methods as a New Model
335(1)
10.2 Key to Success Points of MDC through Practices
336(7)
10.2.1 Point
1. Effect of Synergism of M, P, and U
336(1)
10.2.2 Point
2. Setting Theoretical Higher Improvement Target: KAIZENSHIRO
337(1)
10.2.3 Point
3. Active Organization with Full Time Project Team
337(4)
10.2.4 Point
4. Utilizing Professional Consultant Ability
341(2)
10.3 Produce-Ability Design Matter
343(5)
10.4 Improvement Results of MDC Activities
348(5)
10.4.1 Background in a Car Manufacture for Implementing MDC
352(1)
Chapter 11 Productivity and Profitability Strategy
353(24)
11.1 Feasibility Study
353(8)
11.1.1 How Much Productivity Improvement Can There Be?
353(5)
11.1.2 Contribution to BEP Improvement with Productivity
358(1)
11.1.3 Sensitivity Analysis
359(2)
11.2 Strategy Steps
361(5)
11.2.1 Stage I: Take Evasive Actions to the Present Poor Productivity Level
361(2)
11.2.2 Stage II: Challenge to Level of Equal to Normal Others?
363(2)
11.2.3 Stage III: Challenge and Discover World Class Productivity Level
365(1)
11.3 Necessity to Develop MPS
366(11)
11.3.1 "You Can't Manage Productivity, If You Can't Measure Productivity"
366(1)
11.3.2 Theoretical Measures Based on ST
367(2)
11.3.3 Necessity of Auditing ST
369(1)
11.3.4 Productivity Measurement of Indirect/White Collar Areas/Office Work
370(7)
Epilogue 377(6)
Bibliography 383(6)
Index 389
Alin Posteuc, Ph.D, is a management consultant in cost improvement, productivity and quality and managing partner of Exegens Management Consultants (Romania). Prior to this position, he held top management positions in manufacturing and service companies.His major research areas include manufacturing policy deployment, manufacturing cost improvement, and operational management of production. His recent research includes the manufacturing cost deployment policy to translate the strategic objective to reduce the long-term production costs to the annual activities and actions of manufacturing cost improvement, by setting targets and means for the process cost improvement. He has been actively involved in various industrial consulting and training projects for more than 18 years in Romania. He has published in various research journals and presented papers at numerous conferences, regarding productivity, manufacturing cost improvement and industrial engineering. He is certified public accountant. He has an MBA degree (University of Iasi, Romania). He received his Ph.D. in managerial accounting from the Bucharest University of Economic Studies (Romania). Also, he received his Ph.D. in industrial engineering from the Polytechnic University of Bucharest (Romania). Shigeyasu Sakamoto, Ph.D, is a management consultant in productivity and profitability improvement and president of Productivity Partner Incorporated (Japan). Before his current appointment, Sakamoto was vice president of Maynard MEC AB (Sweden) and vice president of JMAC (Japan). Sakamoto is a fellow at the World Academy of Productivity Science. He received his Ph.D. in policy science from the Doshisha University (Japan). He is also certified as: industrial engineer from the European Institute of Industrial Engineering, MTM instructor from International MTM Directorate (IMD), and a MOST instructor from Maynard Management Institute. He worked for the IMD as the technical coordinator responsible for developing a new system of MTM. Sakamoto is a senior member of the Institute of Industrial Engineers. Hes a work factor and mentor factor instructor for WOFAC Corporation. Sakamoto has published many books and papers in English and Japanese regarding productivity, industrial engineering and work measurement. Recently, he explored the subject of company dignity through experiences as management consultant of productivity for more than 20 years in Europe. He is the author of Beyond World Class Productivity (2010, Springer, London, UK).
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