Industrial Management- Control and Profit

A Technical Approach

Nonfiction, Science & Nature, Technology, Engineering, Industrial, Business & Finance, Management & Leadership, Production & Operations Management
Cover of the book Industrial Management- Control and Profit by Gideon Halevi, Springer International Publishing
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Author: Gideon Halevi ISBN: 9783319034706
Publisher: Springer International Publishing Publication: May 21, 2014
Imprint: Springer Language: English
Author: Gideon Halevi
ISBN: 9783319034706
Publisher: Springer International Publishing
Publication: May 21, 2014
Imprint: Springer
Language: English

This volume presents controlling tools for management in order to be in a position to communicate with control engineers concerning technological decisions.

The main objective of manufacturing management is to make profit. However, in traditional manufacturing systems none of the separate stages in the process support this objective. Management is not expert in any of these stages and therefore is dependent on specific experts at each stage and must follow their decisions. Each stage has its own first priority which is not profit and cost. This means that management does not have real control over these functional stages, nor over the process as a whole.

This book presents controlling tools for management in order to allow them to communicate better with the experts of the particular manufacturing stages to reach better results and higher profits. It is shown that most enterprises can improve their efficiency rate by between 25 and 60% by using the tools developed here.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

This volume presents controlling tools for management in order to be in a position to communicate with control engineers concerning technological decisions.

The main objective of manufacturing management is to make profit. However, in traditional manufacturing systems none of the separate stages in the process support this objective. Management is not expert in any of these stages and therefore is dependent on specific experts at each stage and must follow their decisions. Each stage has its own first priority which is not profit and cost. This means that management does not have real control over these functional stages, nor over the process as a whole.

This book presents controlling tools for management in order to allow them to communicate better with the experts of the particular manufacturing stages to reach better results and higher profits. It is shown that most enterprises can improve their efficiency rate by between 25 and 60% by using the tools developed here.

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