Mass production is on its way out, according to Glenn Bassett, and is being replaced by a project shop economy. In a visionary book that is both theoretical and practical Bassett examines the factors turning our economy back to the short-run production methods that prevailed until the Industrial Revolution, 150 years ago. This economic change can be disorienting to management and can produce wrenching changes on the shop floor. Using the models and methods of management science, the author shows how to make the transition easier. He offers fresh strategies for measuring business effectiveness and specific management practices appropriate to the flexible, small-scale job shop. These include moderate to low capacity utilization, scheduling sensitivity to bottlenecks, and development of the job shop's most important assetits highly skilled workers.
The historical analyses in this work are compelling to any reader aware of the limitations of passive consumerism. An economy characterized by mass production of commodity goods and services is inherently unstable because people will naturally begin to seek self-expression in the special and the uncommon. Not just a countertrend in a society of mass markets, this reemphasis of craftsmanship and quality represents a full-scale reversion to nonstandardization. Bassett helps managers understand the true value of custom production. While the project shop can never possess the precision and efficiency of mass production, it is more effective. It puts out higher quality products and provides a more humane workplace that utilizes the full potential of skilled workers. This book will help managers of short-run/custom production and service operations and production operations managers to adapt to the changing workplace and economy.
|Product dimensions:||6.14(w) x 9.21(h) x 0.63(d)|
About the Author
GLENN BASSETT is Professor of Management at the business school of the University of Bridgeport. Previously he was a member of the General Electric staff doing research in business and industrial relations issues. He is the author of six management books.
Table of Contents
Fundamentals of Capacity
Tools and Work: The Tyranny of the Machine
Theory of Value
Capacity Strategy and Management of Bottlenecks
Scheduling and Motivating Workers
Putting Quality First
Principles of Work Flow
Human Skill and Adaptation
Compensation and Reward Systems for the Project Shop
Where Can Efficiency Be Found?
Conclusion: Operating Policy and Practice in the New Era