000			02894aam a2200277 a 4500
001			027561
003			OSt
005			20250425165816.0
008			250425t1995 -us|||||||||||||| ||eng||
020			_a0-87584-610-6
040			_cumsa
041			_aeng
044			_a-us
080			_a658.5.01=111
100			_aPisano, Gary P. _917619 _eeditor
100			_aHayes, Robert H. _eeditor _917620
245	1	0	_aManufacturing renaissance / _cedited with an introduction by Gary P. Pisano and Robert H. Hayes
260			_aBoston : _bHarvard Business School Press, _c1995
300			_axxvi; 346 p. : _bil., tablas, figuras
440	1		_aThe Harvard business review book series _917497
520			_aTwenty articles from the "Harvard Business Review" discuss manufacturing strategy, organizational requirements, performance measurements, and investments in new technology. The past decade has witnessed a rebirth in the competitive landscape of manufacturing. From a global environment of rapidly changing consumer tastes and technologies, a group of aggressive and highly competent industrial competitors has emerged. No longer can companies build a manufacturing advantage around standard designs and mass production or products that contain an "acceptable percentage" of defects. Managers everywhere now share a strategic imperative to pursue "world-class" productivity, quality, and flexibility in manufacturing. Organizations cannot compete in the global marketplace without manufacturing capabilities that match or exceed those of the best in the world. In Manufacturing Renaissance, the editors have gathered 20 articles from the Harvard Business Review on manufacturing strategy and practice - all published as intense global industrial competition has forced a reexamination of many long-held beliefs about manufacturing and its role in the modern enterprise. The contributions included in this volume - beginning historically with Wickham Skinner's classic "The Focused Factory" - have profoundly influenced the theory and practice of manufacturing and will continue to guide the future transformation of manufacturing management. Manufacturing Renaissance offers lessons for developing strategic manufacturing capabilities drawn from the experiences of leading-edge companies and covers a wide range of critical issues. Peter Drucker both describes and predicts the shift of manufacturing from an isolated collection of work stations to a system integrated with the rest of the organization's functions. Robert Hayes and Kim Clark illuminate key managerial tools for increasingproductivity that are based on reducing manufacturing complexity and confusion, as well as on a commitment to organization-wide learning.
650		0	_aGESTION DE LA PRODUCCION _916751
650		0	_aPOLITICA DE PRODUCCION _916626
650		0	_aTEORIA DE LA PRODUCCION _917392
942	0	0	_2udc _cBK _n0
999			_c29331 _d29331