Innovations in Competitive Manufacturing

Citation

Rigelsford, J. (2003), "Innovations in Competitive Manufacturing", Assembly Automation, Vol. 23 No. 1. https://doi.org/10.1108/aa.2003.03323aae.002

Innovations in Competitive Manufacturing

Innovations in Competitive Manufacturing

Paul M. Swamidass (Ed.)Kluwer Academic Publishers2001439 pp.ISBN 0-7923-7896-2£140 (hardback)

Keywords: Manufacturing

This book provides an in-depth survey of the technical and knowledge-based revolution which has swept through US manufacturing over the last two decades. It aims to highlight the strategic importance of creating and sustaining technological resources required to ensure a stable and competitive manufacturing base.

"Innovations in Competitive Manufacturing" comprises 34 topics organised into 13 sections. After the introductory chapter "Innovations in Competitive Manufacturing: From JIT to E-Business", the remaining sections can be read in any order. Section II, Competitive Posture, discusses "Manufacturing Strategy" and "Core Manufacturing Competencies".

Section III addresses Competitive Customer Service, while Section IV focuses on Developing Competitive Processes. It discusses "Business and Process Re-engineering and Manufacturing" and "The Evolution of Enterprise Resource Planning". Sections V and VI discuss Competing on Equality and The Rise of Work Teams, respectively.

"Flexible Automation", "Agile Manufacturing" and "Virtual Manufacturing" are amongst the topics presented in Section VII, Competing on Flexibility and Automation. Section VIII, Lean Manufacturing, discusses topics including "Just-in-Time Manufacturing", "Total Productive Maintenance (TPM)" and "Transition to Cell Manufacturing: The Case of Duriron Company Inc., Cookeville Valve Division (1988-1993)".

The following two sections address Product Design and Development Redefined, and The Revolution in the Supply Chain, respectively. Topics discussed in these sections include "Product Design for Global Markets". "Product Development and Concurrent Engineering", "Mass Construction and Manufacturing" and "Supplier Partnerships as Strategy".

Section XI focuses on Competing Globally, while Opportunities in Tackling Environmental Problems are discussed in Section XII. The final section of the book, The Revolution in Costing and Performance Measurement, presents four topics including "Activity-Based Costing", "Target Costing" and "Performance Excellence: The Malcolm Baldridge National Quality Award Criteria".

Although those with a more scientific background or cynical nature will be acutely aware of the abundance of consultancy jargon and the associated problems with determining the "agility" and "leanness" of an organisation, this is a fascinating and superbly written text. It is suitable for manufacturing managers and researchers; MBA, EMBA and engineering students, and anyone else who is interested in producing successful, competitive manufacturing organisations. Four case studies are provided to highlight some of the key principles discussed in the text.