Enhanced descriptions from Syndetics:

This friendly, readable reference is for anyone associated with a manufacturing operation. It provides invaluable information on reducing costs, saving calendar time, improving safety, and building morale in the manufacturing operation. Fundamentals of Shop Operations Management: Work Station Dynamics will be especially reassuring for young engineers facing the challenges of manufacturing a product competitively. The user can refer to the book for the available ways and methods to solve the problem at hand, and then select a solution and modify an approach to suit the circumstances.

Table of contents provided by Syndetics

• Preface (p. ix)
• 1. An Overview of Work Station Dynamics (p. 1)
• A Short History (p. 1)
• The Work Station Dynamics Schematic (p. 2)
• The Blocks to Optimum Manufacturing Performance (p. 11)
• 2. The Design Process (p. 17)
• What Is This Design Enabler Called Concurrent Engineering? (p. 17)
• Concurrent Engineering Structure: An Example for the Need (p. 18)
• Attributes of Good Design (p. 22)
• The Set of Design Attributes (p. 23)
• The Process of Creating a Design (p. 24)
• The Engineering Phase of Creating a Design (p. 25)
• Techniques of Producibility Engineering Used in the Concurrent Engineering Process (p. 27)
• Defining Customer Needs With Concurrent Engineering Philosophy (p. 34)
• Quality Functional Deployment (p. 35)
• 3. The Ins and Outs of Process Instructions (p. 37)
• Process Instruction Flow Sequence (p. 37)
• Applying the Flow Sequence to Create a Process Instruction Set (p. 40)
• 4. Quality Control at the Work Station (p. 55)
• The Concept of Quality (p. 56)
• Quality Planning Techniques (p. 60)
• Drafting the Quality Plan (p. 66)
• Total Quality Management (p. 72)
• Quality System Measurement and Control Techniques (p. 77)
• 5. Scheduling the Work Station with Manufacturing Resources Planning (p. 89)
• The Rationale of Scheduling (p. 89)
• The Process of Scheduling (p. 91)
• Why Manual Schedules Gave Way to Computer Database-Driven Schedules (p. 95)
• The Development of Manufacturing Resources Planning Systems (p. 97)
• How MRP II Really Works (p. 101)
• Pragmatic Rules for Working within the MRP II System (p. 102)
• Compatibility of Just-in-Time (JIT) Principles with MRP II (p. 107)
• Real Benefits of JIT at the Work Station (p. 111)
• Impact of Group Technology on Scheduling (p. 117)
• Methods for Establishing GT Groupings (p. 119)
• Relationships of GT Family of Parts Groupings to Cycle Time Evaluations (p. 128)
• 6. Techniques for Developing Tools, Jigs, and Fixtures (p. 135)
• What Are Tools, Jigs, and Fixtures? (p. 135)
• The Phase 3 Design Process (p. 142)
• Attributes of Good Design Factored into Fixture and Jig Design (p. 143)
• The Production of Fixtures, Jigs, and Tools (p. 145)
• How Value Engineering Improves Cost Optimization of Fixture Design (p. 149)
• The Value Engineering Process (p. 150)
• Value Engineering Techniques (p. 152)
• 7. Work Station Configuration to Perform the Intended Manufacturing Operations (p. 163)
• The Generics of a Work Station (p. 164)
• Conceptualizing the Work Station to Fit the Flow of Manufacturing (p. 178)
• People Selection Based on Work Station Configuration (p. 180)
• A Capacity Calculation Primer (p. 181)
• 8. Raw Materials and Work-in-Process Inventory Control in the Factory (p. 197)
• The Process of Scheduling in Materials Management (p. 197)
• The Materials Management Function (p. 200)
• The Interaction Between Shop Operations and Materials (p. 216)
• The Different Strategies in Managing Inventory for Class A and B Items, as Compared with Class C Items (p. 219)
• 9. Work Station Maintenance for Optimum Productivity (p. 227)
• The Role of Effective Maintenance in the Ability to Achieve Planned Cycle Time (p. 227)
• A Primer on Maintenance Methods (p. 230)
• Measurements of Maintenance Effectiveness (p. 235)
• How to Choose a Maintenance Strategy (p. 239)
• The Down and Limping Report (p. 243)
• The Maintenance Organization's Personnel Requirements (p. 245)
• The Relationship of Shop Operations to Maintenance (p. 246)
• 10. Creating an Effective Shop Operations Team (p. 249)
• The Factors in Progressive Management (p. 249)
• Building a Team with People Supported by Systems, Not Vice Versa (p. 254)
• The Operator as the Line Manager of the Work Station (p. 257)
• How to Train the Shop Operations Team (p. 259)
• Participatory Management Practices (p. 274)
• Basic Participatory Skills for Successful Management (p. 276)
• Self-Directed Work Teams (p. 282)
• 11. Implementing Work Station Dynamics (p. 287)
• Introduction to Short Interval Scheduling (p. 287)
• Operators' Accountability as the Philosophy of Short Interval Scheduling (p. 288)
• Short Interval Scheduling System Elements (p. 291)
• Using Short Interval Scheduling within the Manufacturing System (p. 307)
• Measurements and Their Relation to Short Interval Scheduling (p. 316)
• Glossary (p. 331)
• Selected Related Readings (p. 335)
• Index (p. 337)