DOC PREVIEW
MIT 2 008 - Next Generation Manufacturing

This preview shows page 1-2-3 out of 8 pages.

Save
View full document
View full document
Premium Document
Do you want full access? Go Premium and unlock all 8 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 8 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 8 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 8 pages.
Access to all documents
Download any document
Ad free experience

Unformatted text preview:

©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Next Generation ManufacturingDavid E. HardtProfessor of Mechanical EngineeringMassachusetts Institute of TechnologyFindings from an Industry-Driven Program with Matching Funds from the National Science Foundation©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004MissionCreate a model for a Next Generation Manufacturing Enterprisethat individual Companiescan use to develop their plans to achieve world class manufacturing well into the 21st Century.Next Generation ManufacturingProject©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Next Generation Manufacturing ProjectOrganizationAdv. Enterprise ConceptsAdv. Mfg. Systems & Opns.Business Practices Mfg. Processes & Equip.Integrated Tools Workforce IssuesThrustAreaTeamBillHansonThrust AreaTeamNickFranklinThrustAreaTeamDick Kegg, Bob BurlesonThrust AreaTeamGaryThompsonThrust AreaTeamSteveHollandSteeringCiGovernmentFederalGovÕtExec. BranchExecutive Advisory Group(Sr. Execs. from Industry)Tom Murrin - ChairmanOther StakeholdersNGMResources forImperatives*Integration Team* Drawn from industry, academia, government, and associationsRoadmapping TeamResearch TeamPaul GallagherRichard NealPublicCommunicationsProc essDavid HardtKenneth Preiss10CoreOrganizationsRusty Patterson - ChairmanJim Hughes - ProgramDirectorThrust Area TeamDick Engwall, Tom YoungNext Generation Manufacturing ProjectOrganizationAdv. Enterprise ConceptsAdv. Mfg. Systems & Opns.Business Practices Mfg. Processes & Equip.Integrated Tools Workforce IssuesThrustAreaTeamBillHansonThrust AreaTeamNickFranklinThrustAreaTeamDick Kegg, Bob BurlesonThrust AreaTeamGaryThompsonThrust AreaTeamSteveHollandSteeringCiGovernmentFederalGovÕtExec. BranchExecutive Advisory Group(Sr. Execs. from Industry)Tom Murrin - ChairmanOther StakeholdersNGMResources forImperatives*Integration Team* Drawn from industry, academia, government, and associationsRoadmapping TeamResearch TeamPaul GallagherRichard NealPublicCommunicationsProc essDavid HardtKenneth Preiss10CoreOrganizationsRusty Patterson - ChairmanJim Hughes - ProgramDirectorThrust Area TeamDick Engwall, Tom Young©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Project ProcessRoadmapsIndustry ExecutivesResearch, Academia, FuturistsIndustry PractitionersValidation, Review, Presentation to CriticsFinal Presentation©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004The NGM Hierarchy or FrameworkGlobal DRIVERSNGM EnterpriseATTRIBUTESBarriers to AttributesIMPERATIVEActions©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Starting Point: The Extended Enterprise• Company– Profit-making entity with “management sovereignty” and well-established bounds of ownership and liability . . .• An Extended Enterprise–Group of institutions that shares knowledge and resources, and collaborates to create a product and/or service.©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Paradoxes for the Enterprise“Paradox”:A statement which on the face of it seems •self-contradictory•absurd• at variance with common sensethough, on investigationor when explained, it may prove to be well-founded.O.E.D. “Modern”Definition©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Paradoxes for the Enterprise• Employee Security without Lifetime Employment• Simultaneously Satisfy all the Stakeholder Needs• Practice Collaborative Knowledge Sharing within Knowledge-Based Competition• Profit from Long-Term Customer Relationships when Customers are becoming Less Loyal.©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Paradoxes for the Enterprise• Control Core Competencies without Owning Core Competencies• Manage Knowledge, the New Discriminator, when that Knowledge belongs to the Knowledge Workers• Recover Rising Plant and Equipment Costs with Shorter Product/Process Life©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Global Drivers• What factors external to the enterprise will require change?• Why do we need a Next Generation?• What’s wrong with the Present Generation?Global DRIVERSNGM EnterpriseATTRIBUTESDILEMMAS and Barriers to AttributesIMPERATIVE Enablersand Action Recommendations©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Global Drivers• Ubiquitous Availability and Distribution of Information• Accelerating Pace of Technological Change• Expanding Customer Expectations • Technology Accessible to All• Globalization of Markets• Global Wage and Skill Shifts• Environmental Responsibility and Resource LimitationsGlobal DRIVERSNGM EnterpriseATTRIBUTESDILEMMAS and Barriers to AttributesIMPERATIVE Enablersand Action Recommendations©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Attributes of a Next Generation Manufacturing Enterprise1. Customer Responsiveness2. Physical Plant and Equipment Responsiveness3. Human Resource Responsiveness4. Global Market Responsiveness5. Teaming as a Core Competency6. Responsive Practices and CultureGlobal DRIVERSNGM EnterpriseATTRIBUTESDILEMMAS and Barriers to AttributesIMPERATIVE Enablersand Action Recommendations©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004NGM ATTRIBUTES• 1. Customer Responsiveness–The NGM Company will work with the customers to supply an integrated setof products and services that fit evolving requirements of function, cost and timeliness.©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Customer ResponsivenessNow Next GenerationPoint Solutions ⇒ Total Integrated SolutionsDeliver What is Ordered ⇒ Deliver What is NeededMeet Current Requirements ⇒ Anticipate Evolving RequirementsSingle Transaction Revenue ⇒ Life-of-CustomerRevenueSatisfy Customers ⇒ Satisfy Customers andall other Stakeholders©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004NGM ATTRIBUTES• 2. Physical Plant and Equipment Responsiveness–The NGM Company will use an ever-growing knowledge base of the science of manufacturing to implement reconfigurable, scalable, cost-effective manufacturing processes, equipment, and plants that can be rapidly adapted to specific production needs.©David E. Hardt Massachusetts Institute of TechnologyJanuary, 2004Physical Plant and Equipment ResponsivenessNow Next GenerationExperience-Based ⇒ Science-Based Process Knowledge Process


View Full Document

MIT 2 008 - Next Generation Manufacturing

Download Next Generation Manufacturing
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view Next Generation Manufacturing and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view Next Generation Manufacturing 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?