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By Johan C. Wortmann, D.R. Muntslag, P.J.M. Timmermans

Customer-driven production is the most important proposal for the manufacturing facility of the long run. The markets for customer items are these days marked via a rise in type, whereas whilst displaying gradually lowering product life-cycles. moreover, tailoring the product to the customer's wishes is changing into more and more very important in caliber development. those developments are leading to construction in small batches, pushed through consumer orders. Customer-driven Manufacturing adopts a design-oriented procedure, splitting the realisation of customer-driven production into 3 major steps. to begin with, you need to comprehend the first technique of your enterprise. the second one step is to examine and re-design the administration and keep watch over of the organization. ultimately, the organisation's details method needs to be analysed and redesigned.

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4 The Walrasian Model Three extensions to the model 49 The above description of the Walrasian model is general and should be seen as a framework for the organisation of our concepts. The next section discusses the limitations and the necessary extensions to the model. 3 THREE EXTENSIONS TO THE MODEL The next three sections give the extensions necessary to the Walrasian model in order to cope with real-life production situations. In particular, we will show how the product-oriented dimension in the Walrasian model can be extended into a "work-flow view of manufacturing", and how the resource-oriented dimension can be developed into a social and physical resource description - a "resource view of manufacturing".

The dominant focus of this new world of manufacturing is on human beings, with a secondary, yet important focus on technology as a support of the primary focus". This reorientation of focus onto human beings when chasing competitiveness is most complicated: it is easily uttered, widely understood as lip service, but extremely seldom properly exercised. The redistribution of power in organisational hierarchies is a revolution that the current management consciously or unconsciously often is resisting - for understandable but unacceptable reasons.

Production is concerned with the flow of materials, the purpose of production being to transform raw materials into finished products. Engineering is concerned with the flow of technical information, usually represented as drawings or other documents, electronic or paper. The purpose of engineering is to provide technical specifications on what products to produce, and how to produce those products. Management is concerned, amongst other things, with the flow of operational information. This information is usually represented in the form of customer orders and work orders, or planning or status information.

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