Argues that all manufacturing organizations contain the same basic elements needed to be world class, but some perform much better than others through attention to integration and closer synchronization of value‐adding activity. Considers the evidence that throughput time reduction in the material conversion chain has been most successful when restructuring a company. Managers and all employees, however, need to develop a new mindset which can focus on the manufacturing system constructs that effectively link the value chain. Gives case history results to expand on the problems encountered in developing the value‐adding capability of organizations.
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