MARC record from Internet Archive

LEADER: 09262cam 2200661 i 4500
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008 780720s1979 vaua b 001 0 eng
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100 1 $aPlossl, George W.,$d1918-
245 14 $aThe role of top management in the control of inventory /$cGeorge W. Plossl, W. Evert Welch.
260 $aReston, Va. :$bReston Pub. Co.,$c℗♭1979.
300 $axii, 179 pages :$billustrations ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
338 $avolume$bnc$2rdacarrier
504 $aIncludes bibliographical references (page 171) and index.
505 00 $aMachine derived contents note: Chapter 1 Top Management Pressure Is A Must 1 -- The top management edict that inventory be reduced is -- described as a necessary element of a continuing three- -- pronged thrust for improved customer service, increased net -- earnings and reduced working assets, particularly inven- -- tory. -- The Primary Goals, 1 -- At All Costs, Avoid the INSANE Cycle, 2 -- What Comes First? 3 -- Top Management Cannot Avoid Direct Involvement, 5 -- Improvement Programs Must Be Continuous, 5 -- Chapter 2 An Inventory Overview 7 -- Inventory is portrayed as the logical and inevitable result of -- manufactured outputs that lag inputs of direct labor and -- purchased materials. Unwanted inventories are described as -- Chapter 2 An Inventory Overview (cont.) -- true liabilities, contrasted to the conventional assumption -- that they are low-grade assets. Inventory functions are iden- -- tified and the benefits of modern techniques questiohed. -- Why Inventory Behaves As It Does, 7 -- Inventory-Asset or Liability? 8 -- The Fallacy of Depending on Techniques, 11 -- Inventory Classified by Function, 15 -- Analyzing the Make-Up of an Inventory, 18 -- Measurements of Inventory, 18 -- A-B-C, 21 -- Inventory and the Health of Your Business, 22 -- Chapter 3 The Handles On Inventory 25 -- The ability of top management to come to grips with the -- control of inventory is pictured as a process of taking a firm -- grasp on four handles available to it. -- Controlling Inventory is Always Difficult, 25 -- Management's Handles on Inventory, 27 -- Chapter 4 Handle #1-Fast Response To Change 33 -- Establishing acceptable tolerances on important variables, -- recognizing that they have been exceeded, and implement- -- ing effective corrective actions are considered the number -- one handle to aid control of inventory. Manufacturing cpntrol -- is defined as the planning and control of priorities and -- capacities. -- The Essence of Control, 33 -- The Three Major Functions and the System, 35 -- Setting Goals and Tolerances, 38 -- Sensing and Feedback, 40 -- The Important Result-Corrective Action -- and Control, 40 -- Chapter 5 Handle #2-Inventory Input/Output -- Controls 43 -- Inventory problems are reduced to the bare fundamentals -- and explained in terms of the inputs and outputs that -- created the inventory. The real control possible through use -- of this handle is described. -- The Causes of Inventory, 43 -- How Do You Really Control Inventories? 43 -- Input and Output Defined, 47 -- Staff Contributions to Top Management, 51 -- Input/Output Control Applications, 54 -- Chapter 6 Handle #3-The Master Production Schedule 59 -- This schedule, planned outputs projected in time seqpence, -- is the instrument that generates all of the supporting ac- -- tivities planning. It becomes the key to resource, materials, -- capacity and financial planning as well as to effective -- budgeting, performance measurement and customer ser- -- vice. -- The Master Plan and Production Plan, 59 -- The Development of a Master Production Schedule, 61 -- Chapter 7 Handle #4-Lead Time Management 69 -- The use of this handle as a means of control of manufactur- -- ing has only recently come into its own. Formerly consi- -- dered a static, inflexible, operating characteristic, modern -- manufacturing systems now view it as a dynamic, pliable -- tool for priority control and a vital element in the validity of -- the master plan. -- Introduction, 69 -- The Lead Time Syndrome-Invitation to -- Boom/Bust Cycles, 73 -- The Buyer-Seller Relationship, 80 -- Chapter 8 Important Supports For The Handles 8, -- Inventory budgets, fixed and flexible; inventory "stan. -- dards" stating how much is enough and record accuracy art -- described as essential supports for the four managemenl -- handles. -- The Inventory Budget, 83 -- Setting Inventory "Standards," 88 -- The State of the Art of Record Accuracy, 91 -- Chapter 9 New Systems And Bigger Computers -- May Be A Poor Investment 97 -- Self-appointed, "advanced" practitioners are seen as prone -- to recommending new systems and bigger computers as the -- solution to many inventory and manufacturing manage- -- ment problems. The evaluation of such proposals requires -- understanding and objectivity in managers comparing costs -- and benefits. -- The Role of the System, 97 -- Do You Really Need a New System? 99 -- The First Rule of System Improvement, 100 -- The Computer-Help or Hindrance? 104 -- Chapter 10 Professionalism In Manufacturing Control 109 -- Guiding manufacturing planning and accepting responsi- -- bility for inventory levels is seen as work for professionals. -- Amateurs can earn "A" for effort and commendations for -- their good intentions, but the payoff comes from the bot- -- tom line, not from inept applications of theory. The use of -- outsiders is recommended and their role discussed. -- Ethics, 109 -- The American Production and Inventory -- Control Society (APICS), 114 -- The Use of Qualified Consulting Services, 116 -- Chapter 11 Insist Your Organization Execute The Plan 119 -- Emphasis is placed on working to a sound plan, not revising -- it. Two alternatives are described as counterproductive: one -- is the development of elaborate, informal subsystems that -- depend completely on personalities; the other is too- -- frequent replanning that keeps the formal system ii a con- -- stant state of flux. -- Formal System Behavior, 119 -- The Impact of Organization Forms, 123 -- Chapter 12 Pitfalls To Avoid 131 -- Real-life examples are used to illustrate some fundamental -- mistakes often made in manufacturing management. Work- -- ing around the formal system, unsound management de- -- crees, mismanagement of the master production schedule, -- overwhelming paper controls and naive middle- -- management reactions are described. -- Pitfall-Let the Expediter Rule, 131 -- Pitfall-Ignore Real Limits, 132 -- Pitfall-Stuff the Master Production Schedule, 133 -- Pitfall-Too Many Action Notices, 134 -- Pitfall-Illogical and Unreasonable Reactions -- To a Top Management Edict, 135 -- Pitfall-All Inventory Reductions Do Not -- Reduce Inventory, 136 -- Appendix Planning And Controlling Priorities -- And Capacities 137 -- The Mismatch Between Customer Demand and -- Manufacturing, 137 -- Planning and Controlling Priorities-Definitions, 138 -- The Relationships Between Priority and Capacity, 139 -- Input/Output Control, 142 -- Planning and Controlling Priorities- -- The Two Basic Systems, 143 -- Appendix Planning And Controlling Priorities -- And Capacities (cont.) -- Priority Control of Work-In-Progress, 147 -- Planning and Controlling Capacities, 149 -- "Enhancements" to Reorder Point Systems, 153 -- "Enhancements" to Material Requirements -- Planning, 155 -- Alternate Priority Control Systems, 157 -- Problems Common to Reorder Point and Material -- Requirements Planning Systems, 158 -- The Use of Safety Stocks, 161.
650 0 $aInventory control.
650 0 $aIndustrial management.
650 7 $aIndustrial management.$2fast$0(OCoLC)fst00971246
650 7 $aInventory control.$2fast$0(OCoLC)fst00978066
650 17 $aVoorraadbeheer.$2gtt
650 17 $aBedrijfsbeleid.$2gtt
650 7 $aInventar$2gnd
650 7 $aManagement$2gnd
650 6 $aGestion des stocks.
650 6 $aGestion d'entreprise.
653 0 $aIndustrial management
653 0 $aInventory control
655 4 $aInventar.
700 1 $aWelch, W. Evert,$eauthor.
776 08 $iOnline version:$aPlossl, George W., 1918-$tRole of top management in the control of inventory.$dReston, Va. : Reston Pub. Co., ℗♭1979$w(OCoLC)749023806
856 41 $3Table of contents$uhttp://catdir.loc.gov/catdir/toc/fy0713/78013479.html
938 $aBaker and Taylor$bBTCP$n78013479
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