By Peter G. Martin
This newly revised version is helping today’s production businesses face the demanding situations of an international market the place every thing of the operation needs to develop into extra effective to augment the base line. in accordance with the consequences and conclusions of an utilized study undertaking of approach production operations directed by means of the writer, Bottom-Line Automation offers an summary of greater than 30 years of traits, mentioning the strengths and pitfalls of every. The booklet additionally explains how brands chosen automation expertise providers for cutting-edge technological gains of their structures instead of for the advancements the know-how might supply the producing operation. New subject matters within the ebook speak about the commercial optimization of business resources.
Key findings contain the truth that returns on automation investments have been not often, if ever, calculated. actually, accounting platforms weren't even able to measuring the functionality provided through approach automation platforms. the writer explains a method for measuring and enhancing automation procedure functionality for the last word goal—the base line, and gives case reviews of the way the sort of process was once carried out in 3 approach production firms. the writer brings greater than 30 years of adventure, schooling, and examine jointly during this unparalleled paintings
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Extra resources for Bottom-Line Automation, 2nd Edition
The significance of this new paradigm is that it is in fact a path toward survival! The only manufacturers who survive to see the future will be world-class manufacturers. To become world-class manufacturers, today’s managers must find a way to achieve new levels of manufacturing performance. The gauntlet has been thrown at their feet. NOTES 1. , Innovation and Entrepreneurship: Practices and Principles. New York: Harper and Row, 1985, page 135. 2. Drucker, Innovation and Entrepreneurship, page 111.
The technology behind the digital computer was a mystery to most people. The limitations of these machines were not at all clear, and many perceived the computer to be a tool of virtually unlimited power. During this period, decisions were often made to buy computers with no consideration for what the machine would actually do for the organization installing it. Many computers were acquired because “everyone else has one,” and companies didn’t want to be left out. With such important decisions and expenditures being made on this basis, it’s clear that the focus of these organizations had obviously shifted from the business mission to the technology mission: technology for technology’s sake.
Almost overnight a mythological structure developed based on the premise that computers would “take over” and run the industrial world. Manufacturing personnel gravitated into two camps: either they began to worship computers as pseudo-saviors, or they cowered in fear of the computer’s awesome and mysterious capability. Meanwhile, most of the people who had originally worked in the computer field had already begun to focus much more on the computer as a technology than on the problems that technology could address.
Bottom-Line Automation, 2nd Edition by Peter G. Martin