Is management really in control of a situation? This is a fundamental question that can be analysed in may different ways, but essentially the criterion is to establish whether what the management wants is practical and then finally whether this is achieved. A simple measure of success is schedule adherence, namely, is the required planned schedule produced to a success rate above 95 per cent?
Unable to display preview. Download preview PDF.
Suggested references for further information
- Manufacturing System, edited by Victor Bignell et al., Blackwell (1985).Google Scholar
- Production and Operations Management, D. M. Fogarty, T. R. Hoffmann and P. W. Stonebraker, South Western, USA (1989).Google Scholar
- Operations Management — Concepts, Methods and Strategies, M. A. Vonderembse and G. P. White, 2nd edn, West, USA (1990)Google Scholar
- The Visual Factory — Building Participation through Shared Information, M. Greif, Productivity Press, USA (1991).Google Scholar