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Foreword

Preface

Introduction
The Challenges of Complexity
Understanding and Measurement
The Company Route Map for Tackling Complexity
Structure of the Report

Chapter 1 - Setting the Scene
Executive Summary
Introduction
The Impact of Mass Customization
How have Companies Responded
Some Insights provided by a Study of Complexity
Where the Theory Helps
The Structure of the Report
Some Health Warnings
Presentation of Ideas
Definition of Complexity
How Companies Use Techniques
Issues not covered by the Report
Learning Points

Chapter 2 - Understanding Complexity
Executive Summary
Introduction
Complexity and the Changing Face of Manufacturing
Complexity in Manufacturing - A Short History
The Taylor Approach
The Ford Approach
Importance of Flow
The General Motors Approach
Enter the Japanese
The Role of Complexity
Complexity in Academia - An Even Shorter History
Researching Complexity
Complex Adaptive Systems
Towards an Understanding of Complexity
The Complexity Model
Events and Outcomes
The Trajectory over Time
The Production Process
Learning Points

Chapter 3 - Complexity as a Strategic Issue
Executive Summary
Introduction
Complexity as a Strategic Issue
Towards a Strategy
The Strategic Context
Complexity Takes a Bow
The Pain of Complexity
Cranfield Study
Andersen Consulting Study
Rationalizing the Product Range - The Puttick Grid
The Basic Premise
The Basic Grid
Company Focus
The Need for a Single Measure
Shortcomings of Empirical Measures
Developing the Theory - Towards a Single Measure
Linkage
'History' and Complexity
Learning Points

Chapter 4 - Simplifying the Manufacturing Structure - Designing out Complexity
Executive Summary
Introduction
Structural Complexity
Design for Manufacture
General Ideas
Stages and States
Obstacles to Flow
Inseparability of Product and Process
Simplicity by Design
What is Design for Manufacture?
Introduction
The Strategic Dimension
Product Families
Structural Issues
Components
Manufacturability
A Seven-stage Process for Introducing DFM
DFM Diagnosis
Setting the DFM Objectives
Identifying the Main Functions
Clarifying Evaluation Parameters and Design Ideas
Conceptual Design
Evaluation and Selection
Transition to Design Formation
Design for Assembly
The Lucas Method
Designing the Facilities
Plant Configurations
What are the Capacity Requirements?
What Technology is Required?
How will the Work be Carried Out?
Case Study: Black and Decker
Learning Points

Chapter 5 - Pruning Existing Structures
Executive Summary
Introduction
Removal of Processes
The Role of Mix
Information Flows
Business Process Re-engineering
Calculating an Index for Structural Complexity
Understanding Incremental Counting
Mix and Incremental Counting
Information Flows
Strategies for Tackling the Complexity of Existing Structures
Business Process Re-engineering
Background
What is Business Process Re-engineering
How to Make it Work
Have Results Fulfilled the Promise?
Reducing Complexity
Case Study: A Light Engineering Company
Learning Points

Chapter 6 - The Complexity of an Operation
Executive Summary
Introduction
Programmable and Non-programmable States
Queue Behaviour
Tackling Operational Complexity
Complexity with Manufacturing Operations
Trajectories in Life and in Manufacturing
Programmable and Non-Programmable States as Obstacles
Linking Structure to Operational Performance
Control
Trajectories and Tolerance
Levels of Tolerance and Control
Tolerance and States
The Role of Queues
Why Queues Form
Predictable and Stochastic Queues
Information
Information Flow as a Complex System
Information and Manufacturing
Measuring Complexity in a Manufacturing Operation
Carrying out the Measurement
Case Study: Fruehauf
Learning Points

Chapter 7 - Disturbances
Executive Summary
Introduction
Impact of Disturbances
Preventative Measures
The Nature of Disturbances
What is a Disturbance?
The Source of Internal Disturbances
Handling Disturbances
Minimizing the Impact
Recovering from Disturbances
Preventing Disturbances
Total Productive Maintenance
Detailed Analysis
The Five Ss
Case Study: Allied Steel and Wire - A Tale of Two Mills
Case Study: Unilever - Port Sunlight
Learning Points

Chapter 8 - Controlling the Complex Plant
Executive Summary
Introduction
Complexity and Scheduling
MRP Systems
Planning and its Role in Complexity
The Role of Planning
Complexity and Goals
Complexity and Scheduling
Scheduling Systems
Materials Requirements Planning (MRP) - Infinite Capacity
Manufacturing Resource Planning (MRP II)
- Infinite Capacity
Synchronized Manufacturing - Finite Capacity
Order-based Scheduling - Finite Capacity
Merits of each System
The Goals built into the Packages
Feasibility and Handling Capacity
Nervousness
General Observations
Case Study: Tinsley Wire - Sheffield
Learning Points

Chapter 9 - The Supply Chain
Executive Summary
Introduction
The Supply Chain and Complexity
Characteristics of a Supply Chain
Supply Chains and Complexity: Parallels with Factory Systems
Supply Chains and Complexity: Differences from Factory Systems
Options to Improve the Working of a Supply Chain
Simplifying the Chain
Controlling the Supply Chain
Make or Buy
What is Make or Buy
The Business Issues
A Methodology for Make or Buy
How are Companies addressing Make or Buy
Partnering Relationships
The Role and Principles of Partnership
The Relationship Positioning Tool
Case Study: Perkins Engines
Learning Points

Chapter 10 - The Cost of Complexity
Executive Summary
Introduction
Complexity and Cost
Complexity as a Generator of Costs
How Complexity Generates Cost
Variety and Uncertainty
A Background to Cost Accounting and its Shortcomings
Performance Measures
Role of the Accounting System
Activity-based Costing
Cost Pools and Cost Driver
Rate for the Event
Benefits
Shortcomings
Throughput Accounting
Financial Measures and Operational Measures
Linking the Two Measures
Relevance to Complexity
Calculating the Cost of Complexity
Structural and Operational Complexity
Contributions to Structural Complexity
Case Study: Domino Printing Sciences
Learning Points

Chapter 11 - Emerging Concepts
Executive Summary
Introduction
Information Processing in Manufacturing
Computers in Manufacturing
Adaptive Control and Industrial Robots
Automated Materials Handling
Supervisory Control and Data Acquisition (SCADA)
The Concept of an Agent
Distributing Complexity
Overall System's Behaviour
The Travelling Salesman Problem
Local Rules, Heuristics and Overrides
Semi-autonomous Systems
Practical Points
Complex Adaptive Systems
Genetic Algorithms
Co-operating Agents
Designing Agent Systems
Conclusion
Case Study: Mercedes-Benz Sindelfingen
Learning Points

Theory appendix
Introduction
What is Complexity?
Trajectories and their Measurement
The Nature of a Trajectory
Calculating an Index and the AND Relationship
Linkage in Trajectories
How Linkage Affects the Index
Longer Chains
Counting Obstacles and the OR Relationship
Manufacturing Processes as Trajectories
Calculating the Complexity at each Obstacle -
Incremental Counting
The OR Relationship and the 'Height' of the Obstacle
The AND and the OR Relationships
Calculating Structural Complexity
A Simple Example
Analyzing the Example
Mix
Impact of Variety
Impact of Uncertainty
Operational (or Dynamic) Complexity
The Role of Queues
Operational States
Overall Counting
Conclusion

Glossary

References

Further Reading

Index