Bavim se nekim prevodom ali nikako da skontam o čemu je ovde reč tj. kako glasi tačan ili makar prepričan prevod... Pokušavao sam sa nekoliko prevodioca ali džaba... Pa ako nekog ne mrzi... U svakom slučaju pokušaću sam ali neka mi ovo bude rezerva varijanta. POZDRAV SVIMA
1. Postponement, Modularity, and lnterchangeability
Designing products and systems to delay commitment supports the desire to reduce waste in the form of products or work-in-process that limits the ability to adjust to changes in demand. Modular subproducts that support the great variety of end products have been emphasized for years in the form of group technology concepts. It is advised to take advantage of similarity to hedge bets regarding supply and demand.
2.Outsourcing
Facilities operating at a high but manageable utilization may have difficulty dealing with the impact of growth, seasonality, and unusual, nonrepetitive spikes in order volume. The challenge can either be dealt with by letting business opportunities pass by or they may be addressed by finding additional capacity. Outsourcing is one way to reach out and find additional capacity offered by other companies. That capacity should be found and contracted well before there is a need. Plans should be in place dealing with the preferred design and operation of contracted space so that when the need arises, the transfer of goods is efficient and effective. Plans must also be in place to ramp down outsourced operations and bring them back into a company's own facilities.
3. Virtual Facilities
There is growing pressure to structure contracts such that equipment may be leased from suppliers or third parties that integrate equipment from many vendors. This helps reduce the amount of financial commitment made to a particular technology, but may increase costs in an attempt to hedge bets. In addition, companies that specialize in performing certain kinds of operations may establish a virtual center in a center and take responsibility for classes of value-adding operations. These operations may be at the beginning, the end, or in the middle of operations performed by the customer.
4. Lean
Lean facilities are driven by a culture of improvement and change that applies only the best mix of resources needed to produce value for its customers. Waste and commitment to an excess of resources and materials stifles flexibility by either forcing a commitment to utilize those resources rather than switching to more valuable alternatives, or by requiring the company to sell or dispose of those resources at a discount.
1. Postponement, Modularity, and lnterchangeability
Designing products and systems to delay commitment supports the desire to reduce waste in the form of products or work-in-process that limits the ability to adjust to changes in demand. Modular subproducts that support the great variety of end products have been emphasized for years in the form of group technology concepts. It is advised to take advantage of similarity to hedge bets regarding supply and demand.
2.Outsourcing
Facilities operating at a high but manageable utilization may have difficulty dealing with the impact of growth, seasonality, and unusual, nonrepetitive spikes in order volume. The challenge can either be dealt with by letting business opportunities pass by or they may be addressed by finding additional capacity. Outsourcing is one way to reach out and find additional capacity offered by other companies. That capacity should be found and contracted well before there is a need. Plans should be in place dealing with the preferred design and operation of contracted space so that when the need arises, the transfer of goods is efficient and effective. Plans must also be in place to ramp down outsourced operations and bring them back into a company's own facilities.
3. Virtual Facilities
There is growing pressure to structure contracts such that equipment may be leased from suppliers or third parties that integrate equipment from many vendors. This helps reduce the amount of financial commitment made to a particular technology, but may increase costs in an attempt to hedge bets. In addition, companies that specialize in performing certain kinds of operations may establish a virtual center in a center and take responsibility for classes of value-adding operations. These operations may be at the beginning, the end, or in the middle of operations performed by the customer.
4. Lean
Lean facilities are driven by a culture of improvement and change that applies only the best mix of resources needed to produce value for its customers. Waste and commitment to an excess of resources and materials stifles flexibility by either forcing a commitment to utilize those resources rather than switching to more valuable alternatives, or by requiring the company to sell or dispose of those resources at a discount.
