References for CHAPTER 2, The ECCO System

1 James Risen, "Why Can't America Catch Up?", Los Angeles Times, 14 January 1990, pp. A1-A13.

2 "Quality Improvement Good--But Could Be Better", Industrial Engineering, April 1990, p. 7.

3 Robert Cole, "U.S. Quality Improvement in the Auto Industry: Close but No Cigar", California Management Review, Summer 1990, pp. 71-85.

4 See James S. Coles, ed., Technological Innovation in the 80's (Englewood Cliffs: Prentice-Hall, 1983); and also Mansfield et al, Research and Innovation in the Modern Corporation (New York: W.W. Norton, 1971).

5 John Alic, "Japanese R&D and U.S. Technology Policy", Research Technology Management, September-October 1988, pp. 6-7.

6 Also see Robert G. Batson's review of The New Alliance: America's R&D Consortia, by Dan Dimancescu and James Botkin in IEEE Transactions on Engineering Management 35:4 (November 1988), pp. 282-3.

7 See the Massachusetts Institute of Technology Special Executive Seminar, Proceedings: Technology, Innovation, and Corporate Strategy (London: McKinsey and Company, Inc., 1978) for discussion of several of the stated problems of American industry. Also see Eleanor Westney's discussion of the problems of government influences on R&D and potential solutions in "The Globalization of Technology and the Internationalization of R&D", (Draft-Mimeograph), MIT Sloan School of Management, 1989.

8 Donald D. Davis and Associates, Managing Technological Change (San Francisco: Jossey-Bass, 1986).

9 Thomas G. Gunn, Manufacturing for Competitive Advantage: Becoming a World Class Manufacturer (Cambridge MA: Ballinger, 1987).

10 Robert W. Hall, Attaining Manufacturing Excellence (Homewood IL: Dow Jones-Irwin, 1987).

11 William G. Ouchi, Theory Z (Reading MA: Addison-Wesley, 1981).

12 W. Edwards Deming, Out of the Crisis (Cambridge MA: MIT Press, 1986).

13 Peters, Thomas J. and Robert H. Waterman, Jr., In Search of Excellence (New York: Harper and Row, 1982).

14 Tom Peters and Nancy Austin, A Passion for Excellence (New York: Random House, 1985).

15 Rosabeth Moss Kanter, "The New Managerial Work", Harvard Business Review, November-December 1989, pp. 85-92.

16 Steven C. Wheelwright, "Manufacturing Strategy: Defining the Missing Link", Strategic Management Journal, Vol. 5, pp. 77-91.

17 Also see Gunn, Manufacturing for Competitive Advantage and Hall, Attaining Manufacturing Excellence.

18 For an overview and analysis of the literature on the inadequacy of market research and its integration with engineering development, see Robert Szakonyi, "Dealing with a Nonobvious Source of Problems Related to Selecting R&D to Meet Customers' Future Needs: Weaknesses within an R&D Organizations's and with in a Marketing Organization's Individual Operations," IEEE Transactions on Engineering Management 35:1 (February 1988), pp. 37-41.

19 John R. Sutton, "The New Benchmark of Competition", Industrial Engineering, January 1991, p. 16.

20 Also see Joseph T. Vesey, "Meet the New Competitors: They Think in Terms of Speed-to-Market", Industrial Engineering. Decembeer 1990, pp. 20-26.

21 Ralph E. Gomory "From the 'Ladder of Science' to the Product Development Cycle", Harvard Business Review November-December 1989, p. 100.

22 Ibid., p. 102.

23 John F. Stahl, "Competition in the 1990's Will Demand Bold Moves from Industry Management", Industrial Engineering, September 1990, p. 24.

24 John R. Dixon and Michael R. Duffey, "The Neglect of Engineering Design", California Management Review, Winter 1990, p. 9.

25 Richard Martel, "Reduction in Lead Time Does Make the Difference in Profitable Operations", Industrial Engineering, October 1989, pp. 25-30.

26 James C. Abegglen, The Japanese Factory (Glencoe, IL: The Free Press, 1958).

27 For a discussion of Japanese management and employment practices, see Ouchi, Theory Z, as well as Hajime Karatsu, TQC Wisdom of Japan: Managing for Total Quality Control (Cambridge, MA: Productivity Press, 1988) and Kaoru Ishikawa, and David Lu, What Is Total Quality Control: The Japanese Way (Englewood Cliffs: Prentice-Hall, Inc., 1985).

28 Tatsuo Motokawa, "Sushi Science and Hamburger Science", Perspectives in Biology and Medicine 32:4 (Summer 1989) p. 496.

29 Hajime Karatsu, "Managing the Grey Areas", Research Technology Management, January-February 1989, p. 6.

30 They share this, and in fact source it, from the Chinese. There is a tendency to have several overarching models or paradigms, such as yin/yang, five elements, "natural family relationships" which are used as explanatory and codifying principles for specific observations. The codification follows from the individual observations rather than the principles generating an organization for a body of partially observed instances, as is the case in Western science. It has been conjectured that this accounts for the failure of the Chinese to generate modern science, though they have traditionally developed impressive individual technologies. For a fascinating and detailed discussion of this, see Joseph Needham, Science and Civilization in China Vol. 2: History of Scientific Thought (Cambridge, UK: The University Press, 1956).

31 Motokowa, "Sushi Science, Hamburger Science".

32 Karatsu, "Managing the Grey Areas."

33 Tomasz Mroczkowski and Masao Hanaoka, "Continuity and Change in Japanese Management", California Management Review, Winter 1989, pp. 39-53.

34 James R. Lincoln, "Employee Work Attitudes and Management Practice in the U.S. and Japan: Evidence from a Large Comparative Survey", California Management Review, Fall 1989, pp. 89-106.

35 Kenichi Ohmae, "Companyism and Do More Better", Harvard Business Review, January-February 1989, pp. 125-132.

36 John E. Rehfeld, "What Working for a Japanese Company Taught Me", Harvard Business Review, November-December 1990, pp. 167-176.

37 Also see Charles W. Joiner, "Harvesting American Technology--Lessons from the Japanese Garden", Sloan Management Review, Summer 1989, pp. 61-69.

38 Clair Brown and Michael Reich, "When Does Union-Management Cooperation Work? A Look at NUMMI and GM-Van Nuys", California Management Review, Summer 1989, pp. 27-44.

39 Also see Barry Stavro, "State's Two Car Plants--Study in Sharp Contrasts", Los Angeles Times, 28 January 1990, pp. D1-D8.

40 John F. Krafcik, "Triumph of the Lean Production System", Sloan Management Review, Fall 1988, pp. 41-51.

41 Jack Meredith, "The Role of Manufacturing Technology in Competitiveness: Peerless Laser Processors", IEEE Transactions on Engineering Management 35:1 (February 1988), p. 3.

42 Hall, World Class Manufacturing.

43 Personal communication, April 1985.

44 "Robot Orders Set New Record for 1989", Industrial Engineering, April 1990, p. 6.

45 See discussion of selected use of robotics in James L. Nevins, and Daniel E. Whitney, eds., Concurrent Design of Products and Processes: A Strategy for the Next Generation in Manufacturing (New York: McGraw-Hill, 1989).

46 See also Eliyahu Goldratt, and Jeff Cox, The Goal: Excellence in Manufacturing (Croton-on-Hudson, NY: The North River Press, 1984) for their observations about bottlenecks and the mixed role of automation in their creation and elimination.

47 Campi, John P., "Corporate Mindset: Strategic Advantage or Fatal Vision", Cost Management, Spring 1991, pp. 53-57. See also Nevins and Whitney, Concurrent Design of Product and Process.

48 Since direct labor also forms the basis of traditional cost accounting estimates, the reduction in labor costs, increases in relative materials costs and other changes in the face of manufacturing economics has required major changes in cost accounting systems, which are only now being investigated. See Campi, Siefert and Settles, Pasewark, Biggs et al, Weisman, Gilligan, and Sourwine.

49 James P. Johnson, "'Fully Automated' Isn't Always the Best Solution to your Warehouse Operations", Industrial Engineering, July 1990, p. 30.

50 Motorola Quality Briefing, May 16, 1991.

51 John R. Sutton, "America in Search of a Competitive Advantage in World Class Manufacturing", Industrial Engineering, May 1990, p. 15.

 

52 Ibid. p. 16.

53 Laurence S. Brooks and Christopher S. Wells, "Role Conflict in Design Supervision", IEEE Transactions on Engineering Management 36:4 (November 1989), pp. 271-281.

54 Richard Badham, "Computer-Aided Design, Work Organization, and the Integrated Factory", IEEE Transactions on Engineering Management 36:3 (August 1989), p. 221.

55 See also Paul S. Adler, "CAD/CAM: Managerial Challenges and Research Issues", IEEE Transactions on Engineering Management 36:3 (August 1989), pp. 202-215.

56 Gloria L. Lee, "Managing Change with CAD and CAD/CAM", IEEE Transactions on Engineering Management 36:3 (August 1989), pp. 227-233.

57 Hall, Attaining Manufacturing Excellence.

58 Gunn, World Class Manufacturing.

59 Adler, "CAD/CAM Research Issues", p. 202.

60 Ibid., p. 214.

61 Bela Gold, "Computerization in Domestic and International Manufacturing", California Management Review, Winter 1989, p. 136.

62 Ibid.

63 Ibid.

64 Also Adler, "CAD/CAM Research Issues"; Lee; Badham; Forslin et al; Brooks and Wells.

65 Bernard Avishai, "A CEO's Common Sense of CIM: An Interview with J. Tracy O'Rourke", Harvard Business Review January-February 1989, p. 114.

66 Ibid.

67 See Donald D. Davis, "Technology, Innovation and Organizational Change" in Donald D. Davis and Associates, Managing Technological Change (San Francisco: Jossey-Bass, 1986). Also, see Victoria Sonntag, "Flexible Manufacturing . . . from a Different Perspective", Industrial Engineering, November 1990, pp. 58-61.

68 Donald D. Davis, "Integrating Technological, Manufacturing, Marketing and Human Resource Strategies", in Davis et al, Managing Technological Change.

69 James A. Dix, "Flexible Manufacturing Accommodates High-Tech Products at Allen-Bradley", Industrial Engineering, September 1989, pp. 18-21. For a more extensive discussion of Allen-Bradley's environment in support of high-tech manufacturing approaches, see Bernard Avishai's article, "A CEO's Common Sense of CIM: An Interview with J. Tracy O'Rourke", in Harvard Business Review.

70 Davis, "Integrating Technology, Manufacturing, Marketing and Human Resources Strategies", p. 261.

71 See Davis, "Technology, Innovation and Organizational Change" pp. 4-5.72 Just-In-Time production was originally developed by Toyota, using its now-famous "kan-ban" system to pull production and delivery of raw materials. Continuous flow manufacturing (CFM) is not necessarily based on a "pull" approach to production, but rather focuses on the efficiency of material handling in a variety of forms.

73 John F. Krafcik, "Triumph of the Lean Production System", Sloan Management Review, Fall 1988, pp. 41-51; Hohver, Hall, Gunn.

74 Larry Scanzon, "JIT Goes On-Line at Sunstrand", Industrial Engineering, August 1989, pp. 31-34.

75 Also see discussions in Hall, Attaining Manufacturing Excellence and Gunn, Manufacturing for Competitive Advantage.

76 Gregory Hohner, "JIT/TQC: Integrating Product Design with Shop Floor Effectiveness", Industrial Engineering, September 1988, pp. 42-48.

77 See, for example, Uday Karmarkar, "Getting Control of Just-in-Time", Harvard Business Review, September-October 1989, pp. 122-131.

78 Krafcik, "Triumph of the Lean Production System."

79 Y.P. Gupta, and Walter W. Willborn, "JIT and Quality Assurance Form a New Partnership in Manufacturing Operations", Industrial Engineering, December 1990, pp. 34-40.

70 Bowman, Joseph C., "Leading by Example", Quality Progress, November 1989, p. 38.

81 Janice A. Klein, "The Human Cost of Manufacturing Reform", Harvard Business Review, March-April 1989, pp. 60-66.

82 Way Kuo and J.P. Hsu, "Update: Simultaneous Engineering Design in Japan", Industrial Engineering, October 1990, pp. 23-26.

83 Seldon W. McKnight and Jerry M. Jackson, "Simultaneous Engineering Saves Manufacturers Lead Time, Costs and Frustration", Industrial Engineering, August 1989, pp. 25-27.

84 Bill Evans, "Simultaneous Engineering", Mechanical Engineering. February 1988, pp. 38-39.

85 M. Carl Ziemke and Mary S. Spann, "Warning: Don't Be Half-Hearted in your Efforts to Employ Concurrent Engineering", Industrial Engineering, February 1991, pp. 45-49.

86 Nevins and Whitney, Concurrent Design of Products and Processes.

87 Product performance may be simulated, and manufacturing product simulations are common. For discussion of the latter, see Hamdy Taha, Simulation Modeling with Simnet (Englewood Cliffs: Prentice Hall, 1988); and Alan B. Pritsker and C. Elliott Sigal, Management Decision Making: A Network Simulation Approach, Part I, (Englewood Cliffs: Prentice Hall, 1983)

88 See Nevins and Whitney, Concurrent Design of Products and Processes.

89 Cadillac Quality Handout, Baldrige Award Briefing packet, 1991, p. 32.

90 Ibid. p.199

91 Reported in "Trip Report on Concurrent Engineering" The Aerospace Corporation, IOC #90.5836.19672.2, Oct. 18, 1990, p.1.

92 Ziemke and Spann, p. 45.

93 Ibid. p. 48.

94 Ibid. p. 49.

95 Charles Fleetham, "Project Management Keeps Quality Job 1 at Ford", Industrial Engineering, August 1989, pp. 17-19.

96 Adedeji Bodunde Badiru, Project Management in Manufacturing and High Technology Operations (New York: John Wiley and Sons, 1988).

97 Michael F. Wolff, "Teams Speed Commercialization of R&D Projects", Research Technology Management, September-October 1988, pp. 8-10.

98 John Izuchukwu, "The Design Team Approach to Class 'A' Engineering Is Working for Digital", Industrial Engineering, January 1991, pp. 37-39.

99 Erik Larson and David H. Gobeli, "Matrix Management: Contradictions and Insights", California Management Review, Summer 1987, pp. 126-138.

100 James W. Dean, and Gerald I. Susman, "Organizing for Manufacturable Design", Harvard Business Review, January-February 1989, pp. 28-36.

101 Also see Wolff, "Teams Speed Commercialization of R&D Projects", and Izuchukwu, "The Design Team Approach . . ."

102 Christopher A. Bartlett and Sumantra Ghoshal, "Matrix Management: Not a Structure, a Frame of Mind", Harvard Business Review, July-August 1990, pp. 138-145.

103 Deborah S. Kezsbom, "Are You Really Ready to Build a Project Team?", Industrial Engineering, October 1990, pp. 50-55.

104 Dean and Susman, "Organizing for Manufacturable Design".

105 See Ziemke and Spann.

106 Rosabeth Moss Kanter, "Swimming in Newstreams: Mastering Innovational Dilemmas", California Management Review, Summer 1989, pp. 45-69.

107 Gregory P. Shea, "Quality Circles: The Danger of Bottled Change", Sloan Management Review, Spring 1986, pp. 33-43.

108 Eugene Melan, "Improving Responsiveness in Product Development", Quality Progress, June 1989, pp. 26-30.

109 David E. Keys, "Five Critical Barriers to Successful Implementation of JIT and Total Quality Control" Industrial Engineering, January 1991, pp. 22-63.

110 Ed Harrison, "Millwide Success Starts with Company Structure", Tappi Journal, October 1989, pp. 241-243.

111 See, for example, Clair Brown and Michael Reich, "When Does Union-Management Cooperation Work? A Look at NUMMI and GM-Van Nuys", California Management Review, Summer 1989, pp. 27-44; and Bruce Smith, "Douglas Tightens Controls to Improve Performance", Aviation Week and Space Technology, June 4, 1990, pp. 16-18, for discussions of Total Quality Management failures at GM and McDonnell Douglas respectively.

112 In particular, Karatsu, Hajime, TQC Wisdom of Japan: Managing for Total Quality Control (Cambridge, MA: Productivity Press, 1988); and Tough Words for American Industry (Cambridge, MA: Productivity Press, 1988).

113 Especially Kaoru Ishikawa and David Lu, What Is Total Quality Control: The Japanese Way (Englewood Cliffs: Prentice-Hall, Inc., 1985).

114 Masaaki Imai, Kaizen: The Key to Japan's Competitive Success (NY: Random House, 1986).

115 Schonberger, Richard J., Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity (New York: The Free Press, 1982).

116 Lincoln, James R., "Employee Work Attitudes and Mangement Practice in the U.S. and Japan: Evidence from a Large Comparative Survey", California Management Review, Fall 1989, pp. 89-106.

117 Thomas J. Peters and Robert H. Waterman, Jr., In Search of Excellence (New York: Harper and Row, 1982).

118 Ibid, p. 102.

119 Ibid.

120 Tom Peters and Nancy Austin, A Passion for Excellence (New York: Random House, 1985), pp. ix-x.

121 Sources for Deming's management approach include not only his own book, Out of the Crisis (Cambridge MA: MIT, 1986), but also Mary Walton's more readable book, The Deming Management Method (NY: Putnam, 1986) and Raphael Aguayo's Dr. Deming: The Man Who Taught the Japanese About Quality (New York: Carol Publishing Group, 1990), which gives an admirably clear exposition of the basics of statistical process control theory and management approach rationale.

122 William G. Ouchi, Theory Z (Reading MA: Addison-Wesley, 1981).

123 Kanter, Rosabeth Moss, "The New Managerial Work", Harvard Business Review, November-December 1989, pp. 85-92.

124 Rosabeth Moss Kanter, "Championing Change: An Interview with Bell Atlantic's CEO Raymond Smith", Harvard Business Review, January-February 1991, pp. 119-131.

125 Rosabeth Moss Kanter, "Swimming in Newstreams: Mastering Innovational Dilemmas", California Management Review, Summer 1989, pp. 45-69.

126 H. Schwartz and S. Davis, "Matching Corporate Culture and Business Strategy", Organizational Dynamics, 1981, pp. 30-48.

127 Charles O'Reilly, "Corporations, Culture, and Commitment: Motivation and Social Control in Organizations", California Management Review, Summer 1989, pp. 9-25.

128 Karl E. Weick, "Organizational Culture as a Source of High Reliability", California Management Review, Winter 1987, pp. 112-127.

129 This observation is made explicitly by O'Reilly, as well as Ouchi, Peters and Waterman and others.

130 See, for example, Burt Spector, "From Bogged Down to Fired Up: Inspiring Organizational Change", Sloan Management Review, Summer 1989, pp. 29-34; John F. Stahl, "Competition in the 1990's Will Demand Bold Moves from Industry Management", Industrial Engineering, September 1990, pp. 24-29; David I. Levine "Participation, Productivity, and the Firm's Environment" California Management Review, Summer 1990, pp. 86-99; John E. Rockart and James E. Short, "IT in the 1990s: Managing Organizational Interdependence", Sloan Management Review, Winter 1989, pp. 7-17.

131 In addition to works already cited, see John P. Campi, "Corporate Mindset: Strategic Advantage or Fatal Vision", Cost Management, Spring 1991, pp. 53-57.

132 See especially Chris Argyris, "Strategy Implementation: An Experience in Learning", Organizational Dynamics, Autumn 1989; Ray Stata, "Organizational Learning--The Key to Management Innovation", Sloan Management Review, Spring 1989, pp. 63-74; and Peter Senge, "The Leader's New Work: Building Learning Organizations", Sloan Management Review, Fall 1990, pp. 7-23.

133 Bruce Smith, "Douglas Tightens Controls to Improve Performance", Aviation Week and Space Technology, June 4, 1990, pp. 16-18.