Titlebook: Industrial Excellence; Management Quality i Christoph H. Loch,Ludo Heyden,Cedric Escalle Book 2003 Springer-Verlag Berlin Heidelberg 2003 L

WAG

Faurecia’s Neuburg Plant: Customer Integration Excellence industry. Indeed, the wave of outsourcing that has occurred in this industry within the last 10 years has pushed cooperation among manufacturers and suppliers to new levels. This is due to the brutal pressure exerted by car producers who constantly demand higher quality parts at lower prices and de

同步信息

Alstom Transport Equipment Electronic Systems (EES): Supplier Integration Excellence the manufacturing to a supplier. Thus, Alstom’s Equipment Electronic Systems (EES) does not exploit products from beginning to end, but rather puts its energy into complex products and new product development. Its focus in this very competitive industry is innovation. Once mastery is achieved and t

種屬關(guān)系

Schwan-STABILO Heroldsberg — Technikum: Process Development Based on Peoplee step further having divided its main plant into five autonomous units. Each of these small plants is a profit center and has responsibility for new product development and production. This somewhat unusual and decentralized approach has several benefits, such as the proximity between production pe

歸功于

Veneer

Johnson Controls’ Bochum Plant: People at the Center same obsession with quality, deep customer integration, and collaboration on new product development. Where they differ, however, is in their manufacturing strategies. The Bochum plant manufactures less sophisticated seats for lower-end models with less variety, utilizes a production line instead o

繁榮中國

Procter & Gamble Crailsheim: The Management Quality Heptathleteduce labor content in manufacturing. Procter & Gamble’s Crailsheim plant is no exception: the plant is committed to a goal of increasing revenues with a constant headcount. But what makes it special is that this strategy is explicitly built on increasing the skills and capabilities of its workers. A

健談

拱形大橋

CHAR

veness. The obstacle includes shortened product life cycle, highquality product, highly diversified and global markets, and unexpected changes of technologies and customer needs. If there are delays in the development, you run the risk of losing revenue to your competition. Also the companies are he