Volume I (Tapes 1 and 2) (64-4043-01 -1 ISBN 0-256-12349-7)

Tape 1

Lean Production (13 minutes) This segment shows and discusses how Lean Production is used at Caterpillar, Cummins Engine, and Navistar. Interviews with upper management at the three companies bring out the importance of customer-driven "pull" systems and how the companies employ JIT, Kanban, Jidoka, and MRP II to perform better.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
LP1.avi	Lean Production	Definition	Student CD, Website	2:20	2:40
LP2.avi	Lean Production	Other def.	Website	3:42	3:55
LP3.avi	Lead Time	Reduction Example	Instructor CD, Website	5:00	5:38
LP4.avi	Flexibility Multimodels	Caterpillar	Student CD, Website	6:10	7:06
LP5.avi	Group Technology	Example Cummins	Instructor CD, Website	7:50	8:31
LP6.avi	Jidoka	Example/Def. Quality as the source	Student CD, Website	8:32	9:21
LP7.avi	Inventory turns	Example	Website	9:40	10:31
LP8.avi	MRPII	Description/Example - Navistar	Student CD, Website	11:43	13:13

Volume I, Tape 1

Quality (13 minutes) George Bush at the Baldrige Award ceremony opens this segment, which goes on to list the seven basic tools. Then Zytec, Motorola, and Hewlett Packard are used as examples.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
QC1.avi	Quality Imperative	President Bush speaking	Website	15:26	15:55
QC2.avi	Baldrige Award	Description	Student CD, Website	16.39	17:15
QC3.avi	Baldrige Criteria	Listing	Website	17:15	17:44
QC4.avi	Quality Management	Motorola Example Six-Sigma/Galvin	Student CD, Website	17:45	18:46
QC5.avi	Quality/Customer Focus	Zytec Ex./SPC	Website	18:49	19:28
QC6.avi	Quality/Tracking	Zytec Andon Ex.	Instructor CD, Website	19:52	20:27
QC7.avi	Quality/costs	H-P example	Website	20:30	21:06
QC8.avi	Quality Tools	Statistical tools (Cause/effect; check sheet pareto; run chart; histogram control chart; scattergram)	Student CD, Website	21:26	22:45
QC9.avi	Flow Charts	H-P Example Process Improv	Instructor CD, Website	23:57	24:56
QC10.avi	Pareto diagram	H-P example	Instructor CD, Website	24:56	25:38

Volume I, Tape 1

The Manufacturing Process (10 minutes) This segment presents the Hayes-Wheelright continuum, from customized, low-volume to mechanized, high-volume manufacturing. Most of the segment is on-site footage from a tool and die shop, Caterpillar, Ford, and Nucor Steel.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
MP1.avi	Product/Process Matrix	Description	Student CD, Website	28:38	30:00
MP2.avi	Product/Process Types	Three types ex.	Instructor CD, Website	30:01	30:18
MP3.avi	PPM/Job Shop	Machine tools	Student CD, Website	30:24	32:06
MP4.avi	PPM/Batch	Caterpillar	Student CD, Website	32:09	33:17
MP5.avi	PPM/Assembly line Ford		Student CD, Website	33:26	34:25
MP6.avi	PPM/Continuous	Nucor Steel	Student CD, Website	34:28	35:42

Volume I, Tape 2

Computer-Integrated Manufacturing (12 minutes) This segment presents an on-site tour of the Nucor Steel mini-mill, focusing on the automation system. Included are interviews with the plant manager, controller, and caster supervisor. This segment includes good illustrations of controls, process manufacturing, automation, and productivity.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
NU1.avi	Computer Integrated Manufacturing	System explanation	Website	1:28:45	29:14
NU2.avi	Productivity	Improvement Ex.	Website	29:14	29:40
NU3.avi	Incentives/teamwork	Overview, Nucor	Website	29:45	30:15
NU4.avi	CIM System	Graphic Illus.	Student CD, Website	30:18	31:02
NU5.avi	CIM/Financials	Description	Website	31:51	32:47
NU6.avi	Sequencing	Nucor Steel ex.	Website	35:28	35:51

Volume I, Tape 2

Manufacturing Inventory (11 minutes) This segment contrasts Navistar's high turnover-low inventory heavy truck manufacturing system with the high inventory-service parts business at Caterpillar. Interviews bring out Navistar's reduction efforts as well as Caterpillar's responsiveness and the corresponding effects on inventory and costs.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
MI1.avi	Inventory Cost		Instructor CD, Website	1:00:36	1:09:20
MI2.avi	Inventory Definition		Student CD, Website	1:32	2:03
MI3.avi	Inventory Costs		Instructor CD, Website	2:10	2:28
MI4.avi	Inventory Part Numbers	Navistar example	Website	2:47	4:14
MI5.avi	Inventory Service Parts	Caterpillar example	Student CD, Website	6:21	7:56
MI6.avi	Inventory Service		Instructor CD, Website	9:10	9:35

Volume I, Tape 2

Service (11 minutes) This segment features First National Bank of Chicago and particularly the operations aspect of its check-clearing system. Interviews are included, which help reiterate the point that service businesses use "operations" principles to deliver quality "products." (This segment could be used as a "launch" vehicle for a service section in the course, or as a "surprise" to illustrate services in the scheduling, or control segment of the course.)

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
SE1.avi	Service/Overview	Example First National Bank of Chicago, customer base	Website	2:51	2:55
SE2.avi	Service/ location	First National Bank of Chicago	Website	2:56	3:17
SE3.avi	Service/process	Example check clearing at First National Bank of Chicago	Student CD, Website	3:30	4:12
SE4.avi	Service/ demand, capacity	Example First National Bank of Chicago	Student CD, Website	3:57	4:54
SE5.avi	Service/scheduling	Example First National Bank of Chicago forecasting workload	Instructor CD, Website	5:00	5:30
SE6.avi	Service/automation	Example, check processing at First National Bank of Chicago	Website	5:31	6:03
SE7.avi	Service/quality	Example First National Bank of Chicago	Instructor CD, Website	7:50	8:03
SE8.avi	Service/inventory	Interview First National Bank of Chicago services inventory compared to manufacturing	Instructor CD, Website	8:18	8:55
SE9.avi	Service/quality, performance	Example First National Bank of Chicago - performance measurements, graphic	Instructor CD, Website	8:56	10:05
SE10.avi	Quality team	Example First National Bank of Chicago with vendors	Website	10:17	10:53
SE11.avi	Service/manufacturing	Comparison, overview	Website	11:28	12:06

Volume II (65-4043-01; ISBN 0-256-15967-X)

Service Systems and the Service-System Design Matrix (12 minutes) First National Bank of Chicago is again highlighted with a survey of their customer services. This segment highlights the distinctions between automated low contact services and highly customized face-to-face encounters. It also relates these examples to other service companies and includes interview segments with managers.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
SS1.avi.	Service Processes	Description/overview	Instructor CD, Website	2:26	3:04
SS2.avi	Service Design Matrix	Overview and graphic	Student CD, Website	3:25	5:04
SS3.avi	Service, location	First National Bank center	Website	5:14	5:29
SS4.avi	Service, high volume	Example First National Bank - Mail contact	Website	5:40	6:36
SS5.avi	Service/technology	Example “ “ “	Website	6:57	7:35
SS6.avi	Service/phone contact	Example	Website	7:38	8:16
SS7.avi	Service, face-to-face tight specs	Example	Website	8:21	9:06
SS8.avi	Service, face-to-face loose specs	Example,	Website	9:24	10:20
SS9.avi	Service, total customization	Example, loan	Instructor CD, Website	10:34	11:37
SS10.avi	Service, Management	Example	Website	11:55	12:14

Volume 2

Improving Operations Methods (12 minutes) This segment illustrates how Bernard Welding Equipment Company reduced set-up time and changed from a push to pull system to better serve their customers. The tape illustrates how a high variety of products (3,000 different configurations) can be custom assembled for quick response to customer orders. Topics touched on are Kanban, TQM, team approach, and JIT.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
OM1.avi	Continuous improvement	TQM interview	Instructor CD, Website	2:57	3:50
OM2.avi	Continuous Improvement	example, Bernard Welding	Website	4:05	4:58
OM3.avi	Redesign	improvement cable process change Bernard Welding	Website	5:00	5:45
OM4.avi	Setup time reduction	example, cost and quality improvement, quicker delivery	Website	6:37	7:25
OM5.avi	Scheduling and Control	Schedule board on assembly line	Website	7:44	8:44
OM6.avi	Assembly / Kanban	Pull system	Website	8:46	9:24
OM7.avi	Containerization	quality control	Website	9:36	10:13
OM8.avi	Employee involvement	In continuous improvement	Website	10:14	11:37

Volume 2

Layout Improvements and Equipment Strategies (10 minutes) This segment features Bernard Welding this time illustrating a reconfigured layout based on process flow as opposed to process type. The segment also shows other improvements such as reducing the distance between related operations, renovating old equipment, upgrading to new technology, fail-safing, and use of Kanban.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
LA1.avi	Layout	example, Bernard Welding graphic	Student CD, Website	3:03	3:30
LA2.avi	Process flow	shop floor redesign	Student CD, Website	3:31	4:05
LA3.avi	PLC, reuse	Reuse example	Website	4:50	5:30
LA4.avi	Flexibility, PLC	Example	Website	5:30	5:52
LA5.avi	Fail-safing	quality at the source, Bernard Welding	Instructor CD, Website	5:54	7:10
LA6.avi	Order picking	Example Bernard, u-shape order	Website	7:30	8:28
LA7.avi	FIFO	Example	Website	8:30	8:44
LA8.avi	Employee Teams	Quality team interview	Website	9:40	10:23

Volume 2

Supplier Development Outreach Program (16 minutes) From Toyota, this tape describes changes and improvements made at Flex-n-Gate, a manufacturer in Danville, Illinois that supplies Toyota with pickup truck bumpers. Toyota Supplier Development Institute engineers consulted with Flex-n-Gate in the process. It includes factory footage and inter-views with the purchasing manager, project manager, development engineers and plant manager.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
SU1.avi	Supplier Relationship	Toyota and Flex-n-gate	Instructor CD, Website	1:05:47	6:36
SU2.avi	Kaizen/JIT	Toyota example; production before and after	Website	6:41	7:35
SU3.avi	Setup reduction	Example, dies time reduction	Website	8:22	9:05
SU4.avi	Setups	Example	Website	9:05	9:29
SU5.avi	Kanban	Kanban board, visual example and explanation	Student CD, Website	10:38	11:30
SU6.avi	Process Flow Improvement	Redesign of layout	Website	11:41	12:14
SU7.avi	Warehouse	Inventory and visual techniques for improvement	Website	13:53	14:46
SU8.avi	Continuous Improvement Team	Example Toyota	Website	15:13	15:46
SU9.avi	Continuous Improvement	Interview with supplier operations manager	Instructor CD, Website	16:17	16:40

Volume III (67-4043-01; ISBN 0-256-19528-5)

Reengineering at Caterpillar (11 minutes) This segment describes a real program undertaken at Caterpillar's Mossville Engine Center to reengineer the "drawing" process for engines. The five-step procedure this cross-functional group followed streamlined the process while improving customer satisfaction and quality. It also reduced the time required to produce drawings and costs. Interviews with team members are included.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
RE1.avi	Reengineering, goals	Overview	Instructor CD, Website	1:50	2:45
RE2.avi	Reengineering	Definition	Instructor CD, Website	2:46	3:21
RE3.avi	Reengineering/mission	Team mission statement	Website	3:22	4:14
RE4.avi	Reengineering/process selection	Example - Caterpillar	Student CD, Website	5:47	6:20
RE5.avi	Reengineering/process mapping	Example - Caterpillar	Student CD, Website	6:20	6:45
RE6.avi	Reengineering/process improvement	Example - Caterpillar	Instructor CD, Website	7:57	8:30
RE7.avi	Reengineering/process verification	Example - Caterpillar	Website	8:31	8:53
RE8.avi	Reengineering/process implementation	Example - Caterpillar	Website	8:53	9:44
RE9.avi	Reengineering/results	Example - Caterpillar	Website	10:18	10:44

Volume 3

Washburn Guitars (12 minutes) Washburn manufactures and sells over 150,000 guitars annually. This program provides an on-site overview of their job shop production system, with special emphasis on production scheduling priorities and their use of a flexible numerically controlled machine.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
PS1.avi	Job shop	Example - Guitar	Website	1:27	1:45
PS2.avi	Schedules, intermittent	Example - Washburn guitar	Instructor CD, Website	2:42	3:10
PS3.avi	Priority rules	Description	Student CD, Website	3:13	4:10
PS4.avi	CNC machine, set up	Scheduling around use of CNC machine	Website	4:24	4:40
PS5.avi	CNC machine, flexibility	Use in flexible manufacturing guitars	Website	4:54	5:29
PS6.avi	Job shop/crafting	Example guitars	Website	5:37	6:10
PS7.avi	Materials	Example guitars	Website	6:11	6:50
PS8.avi	Schedule /painting	Longest time, schedule backward from due date	Instructor CD, Website	7:30	7:54
PS9.avi	Inspection/testing	Job shop, guitars example	Website	8:17	9:07
PS10.avi	Parts/inventory	Example, guitars	Instructor CD, Website	9:08	9:38
PS11.avi	Location selection criteria	guitar site location	Website	9:40	10:20

Volume IV (Tapes I and 2) (June, 1996, 68-4043-01-1 ISBN 0-256-21570-7)

Tape I

Value-Driven Production at Trek (9 minutes) This segment describes the distinctive approach Trek uses to manufacture high quality, mass-customized bikes for their customers. The organizing framework is the "value" approach to designing and manufacturing products to match customer needs. On-site footage features interviews and examples of unique uses of materials, testing, and assembly.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
VD1.avi	Value/definition	Example, Trek Bike	Instructor CD, Website	0.55	1:16
VD2.avi	Value/dimensions	Performance = speed x quality x flexibility	Website	1:17	1:39
VD3.avi	Value/production	Market wants	Website	1:55	2:45
VD4.avi	R&D/Testing	Example Trek bike	Website	3:15	3:54
VD5.avi	Materials testing	Example Trek bike	Website	3:54	5:15
VD6.avi	Materials/quality	Example Trek bike	Website	5:43	6:06
VD7.avi	Flexible Manufacturing	Process at Trek bike	Instructor CD, Website	6:41	7:15
VD8.avi	Technology	Example Trek bike	Instructor CD, Website	7:16	7:40

Volume IV, Tape 1

Scheduling Services - The United Solution (9 minutes) This segment presents an overview of the scheduling system used by United Airlines in planning and delivering over 2,200 trips with 500 planes per day. Interviews with the developers of the 'PEGASYS' computer system which starts the process, along with discussions with key flight scheduling, equipment scheduling, and maintenance scheduling personnel lay out the procedures and issues United must deal with to efficiently deliver service in the travel industry

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
SSU1.avi	Service scheduling	Overview	Website	:55	1:20
SSU2.avi	Service scheduling	Example airlines, MPS	Student CD, Website	1:31	2:17
SSU3.avi	Scheduling/computer system	Example United Airlines flight schedule	Website	2:18	2:45
SSU4.avi	Scheduling/aircraft	Example United airlines	Website	3:19	3:52
SSU5.avi	Scheduling/maintenance	Example United airlines	Website	3:53	4:25
SSU6.avi	Scheduling/flight crew	Example United airlines	Website	4:26	4:49
SSU7.avi	Scheduling/manpower	Example United airlines ground crew, baggage handlers, gate agents, etc.	Website	5:26	5:51
SSU8.avi	Scheduling/computer system	Example United Pegasus	Student CD, Website	5:52	6:45
SSU9.avi	Workload/scheduling	Example United airlines peaks	Instructor CD, Website	6:57	7:39
SSU10.avi	Scheduling/shift bids	Example United airlines	Website	8:18	8:39

Volume IV, Tape 1

Quality Product and Process Design at Detroit Diesel (11 minutes) This segment describes the focus Detroit Diesel has on quality, from design of products though the actual manufacturing of engines, including the highly successful "series 60" engine. Interviews with owner Roger Penske, the production manager and assembly workers are included. Also included are on-site examples of the use of technology and talent to increase quality through product and process design.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
QD1.avi	Quality/overview	Graphic	Website	:57	1:36
QD2.avi	Quality Function Deployment	Overview	Student CD, Website	1:59	2:46
QD3.avi	Design/testing	Example, Detroit Diesel	Website	4:07	4:27
QD4.avi	In process inspection	Example Detroit Diesel	Website	4:43	5:28
QD5.avi	AGV	Example Detroit Diesel	Website	6:05	6:15
QD6.avi	Automation/tolerances	Example Detroit Diesel, batch inspection	Website	6:48	7:51
QD7.avi	SPC	Example Detroit Diesel	Instructor CD, Website	7:53	8:44
QD8.avi	Design	Example Detroit Diesel	Website	9:20	9:42

Volume IV, Tape 2

Production Tour of the Vision Light System at Federal Signal (12 minutes) This segment follows the production and assembly process for vision lights at Federal Signal Corporation. This begins with the original bill of materials schedule through incoming parts and kit inspections, and several assembly and sub-assembly processes. Interviews with the master scheduler, operations manager, and supervisors in purchasing are included and all footage is on-site.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
PT1.avi	Product design	Example at Federal Signal	Website	1:28	1:48
PT2.avi	Production process/steps	Overview of scheduling, panning, subassembly, packing & shipping at Federal Signal	Instructor CD, Website	2:20	2:47
PT3.avi	Bills of Materials	Example Federal Signal	Student CD, Website	2:50	3:49
PT4.avi	Capacity/daily	Example Federal Signal/planning	Instructor CD, Website	3:50	4:29
PT5.avi	Parts/subassembly	Example Federal Signal	Website	4:30	4:56
PT6.avi	Material flow	Example Federal Signal, work cell	Instructor CD, Website	5:05	5:34
PT7.avi	Cellular work stations/flexibility	Example Federal Signal	Student CD, Website	5:39	6:14
PT8.avi	Inspection/incoming	Example Federal Signal in-process, suppliers	Website	6:19	6:55
PT9.avi	Subassembly	Example Federal Signal	Website	7:38	8:11
PT10.avi	Testing/in process	Example Federal Signal	Website	8:39	8:50
PT11.avi	Product design/lights	Example Federal Signal	Website	9:08	9:17

Volume IV, Tape 2

JIT at Federal Signal (12 minutes) This segment presents the use of both 'big' and 'little' JIT concepts at Federal Signal to reduce waste, improve quality, and closely meet customer demand in manufacturing a variety of products. On-site examples of Kanban, work cells, and supplier relations are featured as well as short interviews with engineers and employees.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
JI1.avi	JIT/overview	Graphic pull system	Website	1:18	2:05
JI2.avi	Big JIT	Definition	Student CD, Website	2:12	2:19
JI3.avi	Little JIT	Definition	Student CD, Website	2:19	2:29
JI4.avi	Safety Stock	Example Federal Signal, surplus	Website	2:47	2:57
JI5.avi	Waste	Suzaki waste of inventory, motion and from overproduction	Instructor CD, Website	2:59	3:12
JI6.avi	Group Technology	Work cell, circuit boards example	Instructor CD, Website	3:38	4:17
JI7.avi	Kanban	Visual example, container at Federal Signal	Website	4:55	5:24
JI8.avi	Barcodes/suppliers	Example Federal Signal	Student CD, Website	6:29	6:59
JI9.avi	Changeover/automatic	Example Federal Signal	Website	8:20	9:01
JI10.avi	JIT/Customization	Example Federal Signal	Instructor CD, Website	9:24	9:50

Volume V (ISBN 007-366182-1)

TriState-Converting to JIT -Part 1- Assessment (10 minutes)

This video describes and shows the assessment and planning steps taken by Tristate Industries, a small Midwestern supplier of metal products for the construction industry, as it ramps up to deliver a new product and double it's output based on a new contract. Tristate president Don Keller and consultant Jim Therrien analyze the operation and plan the conversion to a just-in-time manufacturing system.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
BP1.avi	Capacity - Assessment	Capacity process planning at Tri-State Industries	Instructor CD, Website	3:20	4:26
BP2.avi	Batch Process Overview	Example Tri State Industries - traditional batch process	Website	4:27	5:32
BP3.avi	Flow charts – Assessment	Example Tri State Industries	Website	6:26	6:42
BP4.avi	World Class Manufacturing	Small company example-Tri State Industries	Website	6:50	7:10
BP5.avi	Employee involvement/teams	Example Tri-State Industries	Website	8:20	9:09

Volume V

TriState-Converting to JIT--Part 2- Implementation (9:50 minutes)

This segment shows how TriState implemented the new cells, eliminated a large percentage, of WIP and instituted a Kanban control system. Overviews of the old and new systems are shown along with on-site interviews with employees and managers.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
TS1.avi	Goals	Example Tri State Industries	Website	2:20	2:36
TS2.avi	Work Cells	Example Tri State Industries of work cells/group technology	Student CD, Website	4:24	5:16
TS3.avi	Kanban	Example Tri State Industries	Instructor CD, Website	5:17	6:17
TS4.avi	Lot Sizes - Kanban	Example Tri State Industries	Website	6:18	7:03
TS5.avi	Teamwork – Innovation	Example Tri State Industries	Website	7:41	8:12
TS6.avi	Poka-yoke - setup time reduction	Example Tri State Industries	Website	9:28	10:39

Volume V

International Logistics featuring American President Lines (11 minutes)
This segment tours the new Los Angeles harbor operated by American President Lines (APL) and describes the state of the art terminal operations. The use of GPS, and electronic tracking from point of origin to final destination through the harbor and electronic loading maps and schedules are illustrated. Capacity and speed issues are described along with the whole range of services provided by APL to global manufacturers and suppliers.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
LO1.avi	Intermodal transportation	Cargo transfer, trucking example APL	Website	2:57	3:27
LO2.avi	Technology – Logistics	Container Shipping and Tracking at APL	Student CD, Website	3:36	3:49
LO3.avi	Technology – Capacity / logistics	Capacity issues APL terminal	Student CD, Website	4:02	5:13
LO4.avi	Technology – Tracking /GPS	Routing of goods example APL	Student CD, Website	5:50	6:36

Volume VI (ISBN 007-366193-7)

Product Design and Manufacturing at -TriState Industries (10 minutes)
This video provides an overview of several key design issues considered during the development and manufacturing process setup for new trailers made by TriState Industries in Indiana. Designer Don Keller discusses tools and methods he used as well as how customer preferences were taken into account. Illustrations of the manufacturing specifications in the plant are included.

FILE NAME	CONCEPT	DESCRIPTION	AVAILABLE FROM	TIME IN	TIME OUT
TPD 1.AVI	Product Design	General Discussion	Instructor CD, Website	0:59	2:01
TPD 2.AVI	CAD	Description/Example TriState Industries Trailer	Instructor CD, Website	2:02	3:19
TPD 3.AVI	Product Design for Manufacturing	Example TriState Industries	Website	3:20	3:50
TPD 4.AVI	Product Design Prototype	Materials Example TriState Industries	Website	3:51	5:31
TPD 5.AVI	Design Process	Example TriState Industries- New product manufacturing process	Instructor CD, Website	6:07	7:10
TPD 6.AVI	Process Selection	Example TriState Industries	Instructor CD, Website	7:11	7:34

Volume VI

Project Management-Building the Alton 'Super Bridge' (10 minutes)
This segment follows the story of the building of the Alton, Illinois, super bridge across the Mississippi River and is based on a two-hour PBS documentary on the same subject. Highlights include descriptions of design, construction process, and even weather-related issues that project managers had to deal with in completing the project. Interviews with managers and contractors are included.

FILE NAME	CONCEPT	DESCRIPTION	TEXT CHAPTER	TIME IN	TIME OUT
PM1.AVI	Projects- Concept	Definition/ Example Alton Bridge	Student CD, Website	:40	1:20
PM2.AVI	Work Breakdown Structure	Example Alton Bridge-Tasks	Student CD, Website	1:35	2:31
PM3.AVI	Project Management Scheduling	GANTT Charts	Student CD, Website	2:58	3:35
PM4.AVI	Project Materials/Delays	Example Alton Bridge-	Website	5:00	6:24
PM5.AVI	PERT/ CPM	Definitions- Scheduling complex projects	Instructor CD, Website	6:30	7:15
PM6.AVI	Project Cost/ Completion	Example Alton Bridge	Website	8:52	9:32
PM7.AVI	Project Crashing	Definition/ Example Alton Bridge	Website	9:40	10:40

Volume VI

Valuation of Operations at ABTco (11 minutes)
This video describes manufacturing product and process changes made at ABTco, a U.S. and Canadian building products producer which led to a 300 percent increase in overall corporate value in just one year. Besides 'rightsizing,' ABT reallocated and expanded capacity, invested in new and improved technology, reduced inventory, and developed and added 50 new products to their offerings. Interviews with key managers and footage from plants in North Carolina and Michigan are included.

File Name	Concept	Description	Text Chapter	Time In	Time Out
VO1.AVI	Operations Strategy and Goals	Definition and Discussion	Student CD, Website	:30	1:10
VO2.AVI	Rightsizing/Goals	Example ABTco	Instructor CD, Website	2:01	3:05
VO3.AVI	Rightsizing	Example ABTco	Website	3:10	4:26
VO4.AVI	Incentives/Asset Management	Example ABTco- inventory	Instructor CD, Website	4:27	5:10
VO5.AVI	Plant/Process Investment	Example ABTco – equipment/process	Instructor CD, Website	5:11	5:51
VO6.AVI	Improvements in Operations	Example ABTco	Website	5:52	7:10
VO7.AVI	New Product Cycle/ Quality	Example ABTco	Website	7:48	8:56
VO8.AVI	Quality	Example ABTco- types of checks	Website	8:57	9:46
VO9.AVI	Incentives- Employee	Example ABTco- self-directed work teams, gainsharing, etc.	Website	9:53	10:13
VO10.AVI	Value	Example ABTco	Student CD, Website	10:15	10:48

Volume VII (ISBN 0072437812)

Manufacturing Quality at Honda (12 minutes)

This segment takes viewers inside Honda American Manufacturing Inc. in Ohio where the company's very successful emphasis on quality through continuous improvement is showcased. The steps Honda takes to ensure quality in all stages of production and development of products is outlined and on site footage of team meetings, interviews, and examples are included.

File Name	Concept	Description	AVAILABLE FROM	Time In	Time Out
MQ1.avi	Quality – General	Overview Honda America	Website	0:23	2:09
MQ2.avi	Quality - Planning	PDCA at Honda	Website	2:10	4:10
MQ3.avi	Quality – Training	Continuous training/changeovers at Honda	Website	4:24	5:40
MQ4.avi	Quality – Training	Job rotation/quality fatigue at Honda	Instructor CD, Website	5:45	6:47
MQ5.avi	Quality – Standards	Example Honda, photos and tasks	Instructor CD, Website	6:50	7:05
MQ6.avi	Quality – Circle Meetings	Example Honda	Website	7:05	7:55
MQ7.avi	Quality – Suppliers	Example Honda, zero defects	Website	7:56	9:14
MQ8.avi	Quality – Associates	Example Honda, authority to stop the line	Student CD, Website	10:38	11:49

Volume VII

A Day in the Life of Quality at Honda (9 minutes)

This segment highlights the proactive approach to quality Honda takes in their Ohio plant producing Civics and Accords. A behind the scenes look into a daily quality meeting is shown and several examples of proactive quality problem prevention are illustrated.

File Name	Concept	Description	AVAILABLE FROM	Time In	Time Out
DQ1.avi	Quality Control Meetings	Problem solving/prevention examples	Student CD, Website	0.45	1:28
DQ2.avi	Quality – Defect prevention	Examples Honda , trunk flange	Student CD, Website	1:29	2:28
DQ3.avi	Quality – Proactive prevention	Examples Honda, door film, doors off, material use	Website	2:29	4:15
DQ4.avi	Quality – Automation	Example Honda, robotics	Student CD, Website	4:47	5:54
DQ5.avi	Quality – Teaching/suppliers	Example Honda	Instructor CD, Website	5:58	7:17

Volume VII

Statistical Process Control at Honda (6 minutes)

This segment illustrates Honda's use of statistical process control to monitor consistency and repeatability of processes. Control charts and reporting for a case study example are shown and described.

File Name	Concept	Description	AVAILABLE FROM	Time In	Time Out
SPC1.avi	Statistical Process Control	Overview at Honda	Student CD, Website	0.25	1:34
SPC2.avi	SPC – Data collection	Example Honda of door closing test	Website	1:35	3:12
SPC3.avi	SPC – Control charts	Examples of x chart and cpk at Honda	Student CD, Website	3:14	4:50
SPC4.avi	SPC – Out of control	Example Honda	Instructor CD, Website	5:00	6:14

Volume VIII

JIT at McDonald’s: Process (12:03 minutes)

File Name	Concept	Description	Available From	Time In	Time Out
JTM1.avi	Speed Product Variables	Service, Speed, Product variation at McDonald’s	Website	0:49	2:00
JTM2.avi	“Made for You” JIT Systems	JIT Kitchen: Made for you Quality Operating System at McDonald’s	Website	2:26	3:17
JTM3.avi	JIT—New System/Criteria	Criteria for Success:JIT system at McDonald’s	Website	3:17	3:49
JTM4.avi	McDonald’s Process Overview	McDonald’s system revisions	Website	5:43	7:57
JTM5.avi	Order System overview at McDonald’s	Order system: demand/order overview At McDonald’s	Website	7:58	9:27
JTM6.avi	Process details	Order example Full process blueprint at McDonald’s	Website	9:28	10:39

“Made for You” Process Implementation featuring McDonald’s (12:21 minutes)

File Name	Concept	Description	Available From	Time In	Time Out
PI1.avi	Process characteristics—comments—Old System	Commentary on McDonald’s process	Website	1:00	1:28
PI2.avi	Made for you Process—Design Requirements	New Made for You System at McDonald’s	Website	1:40	2:25
PI3.avi	New Process Implementation, conversion schedules	Example McDonald’s new process conversion	Website	2:58	4:45
PI4.avi	Strategy/Process change over	Overall implementation New Process at McDonald’s	Website	4:46	6:17
PI5.avi	McDonald’s Teams /Database supplies	McDonald’s team relationships—internal and external	Website	6:17	8:03
PI6.avi	Team/Visual/System/ Advantages	Interview McDonald’s	Website	9:18	10:59

Robotics/Technology of Genesis Systems Group (11:52 minutes)

File Name	Concept	Description	Available From	Time In	Time Out
RS1.avi	Robotics Manufacturing System Design Overview	Genesis Systems Overview	Website	:26	1:56
RS2.avi	Criteria Specs for Robotics System	Genesis Systems Group Structure		2:54	3:42
RS3.avi	Simulation/Robotics Variation Analysis/Assembly	Variation simulation analysis at Genesis Systems Group	Website	3:43	4:47
RS4.avi	System/Design/Decoupled Process	Example Genesis client project	Website	5:51	7:32
RS5.avi	Robotic System Design Details	Design-total concept simulations at Genesis Systems Group	Website	8:08	10:00
RS6.avi	Data/Customer Demands/Robotic System Example	Genesis Robotics System example-system specifications	Website	10:01	10:51

Volume IX (DVD ISBN 0072870893)

Hillerich & Bradsby

Segment 1- Enterprise Resource Planning at Hillerich & Bradsby

Running time -16:15

Hillerich and Bradsby -maker of Louisville Slugger baseball equipment, Powerbilt golf, Louisville hockey equipment, over 300 different products in one manufacturing plant alone, had outgrown legacy operations management systems and so adopted an ERP system from SAP to integrate, centralize, streamline and better support their supply chain and customer service. This video features frank comments from owners Tom and John Hillerich along with interviews with plant managers and supervisors describing the implementation challenges, along with examples of their production processes.

File Name	Concept	Description	Available From	Time In	Time Out
ERP1	ERP Overview	Background Hillerich & Bradsby, system	Website	1:27	3:15
ERP2	ERP benefits	Summary	Website	3:15	4:02
ERP3	Interview	Acc Rec’l, streamlining, choice SAP	Website	4:15	5:35
ERP4	SAP/ERP Choice	Overview-centralization	Website	5:45	6:46
ERP5	H&B Woodbats process	Overview—supply system	Website	6:52	8:00
ERP6	H&B inventory/capacity	Inventory issues/SAP	Website	8:00	8:50
ERP7	H&B SAP application	Plant linkages	Website	8:52	9:33
ERP8	SAP-testing	Implementation/testing		10:14	11:37
ERP9	H&B-SAP results	Implementation, results interview	Website	11:45	13:02
ERP10	H&B-ERP System Results	Service Levels	Website	13:01	14:51

Service Design—Hotel Monaco

Segment 2- Queuing-featuring the National Association of Realtors and Apropos Technology

Running time -12:54

The National Association of Realtors manages a Call Center named 'Information Central' for members, which provides a high variety of research, and information services via 7500 calls and 2000 web inquiries per month. This video describes how the NAR staffs, manages, and delivers these services and how it handles queuing issues. Apropos Technology designs and sells call center management software, which Info Central uses to prioritize and handle queuing, and delivery of customized service-both 'e-service' and normal call queries.

File Name	Concept	Description	Available From	Time In	Time Out
SDHM1	Hotel Service overview	Hotel Monaco Service Design 3 Ts	Website	:20	1:54
SDHM2	Customer Profile	Monaco market, tangibles	Website	1:57	3:09
SDHM3	Service Package	Monaco match to business	Website	3:20	3:57
SDHM4	Experience Service	Monaco specials	Website	3:59	5:05
SDHM5	Service, personnel	Training, guest ware support	Website	5:07	6:22
SDHM6	Service-concierge	Flexibility, customization	Website	6:25	7:05
SDHM7	Service Staffing	Monaco—staffing levels		7:22	8:54
SDHM8	Capacity, recovery	Monaco booking demand		9:44	10:33

Queuing—Apropos Technology NAR

Segment 3- Service Design at Hotel Monaco Chicago

Running time - 12:38

Hotel Monaco in Chicago, a Kimpton Group property, is a boutique class Loop property which competes for both business and leisure travel business by way of careful service design innovations matched to it's market niche. This video provides an overview of all of Monaco's services and examples of how it distinguishes its "3 T's" of service from competitors. Staffing, 'experience' services, training, and the use of 'guestware' software are all illustrated along with interviews with managers.

File Name	Concept	Description	Available From	Time In	Time Out
QAP1	Queues	Overview—in call centers N.	Website	:33	1:04
QAP 2	Service	Overview, call center, NAR	Website	1:06	1:46
QAP 3	NAR- Information Central	Overview of call center services capacity	Website	2:10	2:50
QAP 4	Prioritization-scheduling	Call center management	Website	3:16	3:49
QAP 5	Service levels-goals	Standards, utilization, cross training	Website	3:50	6:08
QAP 6	Service support	Apropos technology, efficiency objectives	Website	6:10	7:22
QAP 7	Apropos software specs	Queue management capabilities	Website	7:23	8:53
QAP 8	e-services	Overview of service delivery	Website	9:14	10:00
QAP 9	Future services	ID, customer profiling	Website	10:25	11:20
QAP 10	Queuing	Managing queues by business rules	Website	11:30	12:17

Segment 4: Louisville Slugger Aluminum Bats: Plant Tour

This video takes a tour of the high tech aluminum sports equipment-manufacturing systems of Hillerich and Bradsby and contrasts those processes with the more customized wooden bat and hockey equipment production systems shown in segment one above. Issues such as higher capital investment, site selection, system design, process analysis, and automation levels are described.

File Name	Concept	Description	Available From	Time In	Time Out
AB1	Overview	Aluminum Bat manufacturing	Website	1:20	2:40
AB2	Process overview	Aluminum tubing, suppliers	Website	2:50	4:10
AB3	Manufacturing	Treatment processes	Website	4:15	5:10
AB4	Manufacturing	Closing processes	Website	5:15	6:30
AB5	Manufacturing	Cosmetics, painting, handles	Website	6:35	7:22
AB6	Manufacturing	Data, batches, capacity	Website	7:22	8:15

Volume X

Segment 1 - Queuing: Featuring Disney World–Full Video on Student DVD

Running time – 9:45

This video provides an overview of a variety of methods of managing and improving customer satisfaction by reducing waiting time and perceived waiting time in Disney theme parks worldwide. The concept, testing, implementation, and results of one 'imagineering' initiative at Disney World--the innovative Fast Pass system are described and highlighted. Fast Pass reduced waiting time, increased 'rides per capita' a Disney management measure, and redistributed traffic flows, all leading to improved customer satisfaction at Disney World.

Source	File Name	Concept	Description	Used In	Time In	Time Out
DWL 1		Overview –Queuing-Goals Customer Satisfaction	Introduction to waiting lines at Walt Disney World		:44	1:33

DWL 2		Overview-Correcting Measures	Disney’s rides per capita		1:33	2:14

DWL 3		Management-waiting time reduction methods-perceptions	Managing waiting times featuring Disney		2:15	3:48

DWL 4		Virtual Queues	Disney’s Fast Pass		3:50	5:00

DWL 5		Waiting Line Management	Disney Fast Pass Results—distributing queues		5:00	5:32

DWL 6		Pilot queue system	Fast Pass at Disney’s Animal Kingdom—statistics		5:32	7:02

DWL 7		Other queue perception improvers	Disney World—traditional queue improvement methods.		7:03	8:15

Segment 2 - Process System Improvement: Strategy and Planning featuring Gortrac

Running time - 12:11

First of two parts, this segment describes Gortrac, a manufacturer of flexible tracks for housing cable and hoses in industrial applications, and the strategy it used to improve their process and system. Gortrac management identified 3 year goals and objectives involving inventory levels, quality, product diversification, and throughput. A key component of the strategy was employee and team participation.

Source	File Name	Concept	Description	Used In	Time In	Time Out
	GTS1	Gortract Manudacturing	Overveiw/Strategy		:30	2:10
	GTS2	“	Teams/Improvement		2:14	3:09
	GTS3	“	Inventory/Assesment/Reduction		3:10	5:10
	GTS4	WCM	Consulting—WCM		5:11	7:42
	GTS5	Gortrac	Process Analysis/FlowCharting		7:43	8:28
	GTS6	“	Improvement/Examples/Job Design		8:29	9:32
	GTS7	“	New Products		9:35	10:48

Gortrac II Segment 3 - Process System Improvement: Implementation featuring Gortrac –Full Video on Student DVD

Running time - 10:17

This second of two segments describes and illustrates specific implementation accomplishments such as redesigned work cells, techniques used to reduce WIP and parts inventory, and several employee suggested Kanbans and card systems to reduce waste and rework and increase productivity. In addition, Gortrac added a new product successfully earlier than called for in the company strategic goals.

Source	File Name	Concept	Description	Used In	Time In	Time Out
	GTE1	Gortract Manudacturing	Lean Manufacturing/teams/productivity		:26	2:25
	GTE2		Example/Kanbans/Bins		3:10	3:35
	GTE3		Layout/ Lean Inmprovements/examples		3:35	4:30
	GTE4		Layout/process mapping		4:30	5:57
	GTE5		Process improvement/ examples/teams		6:05	7:00
	GTE6		New product/ process design/ flexibility		7:25	8:35
	GTE7		New product design/ customer input		8:35	9:42

Segment 4 - Operations Management: featuring St Alexius Medical Center –Full Video on Student DVD

Running Time - 17:07

This program presents an overview and interviews describing the service specialization of St. Alexius, a Chicago based hospital, particularly their pediatrics and pediatric emergency systems. The Hospital utilizes Operations concepts such as strategic planning, process analysis, layout design, quality and safety monitoring and tracking, capacity planning, work design, and customer satisfaction and staff training to provide specialty care and emergency treatment for acute child patients.

Source	File Name	Concept	Description	Used In	Time In	Time Out
	STA1	Design/layout/plant	Specialization, child care, services		2 :15	3:09
	STA2	Competitive analysis	Service specilization		3:07	4:13
	STA3	Services/measurement	survey, efficiency, admission/discharge		4:14	5:08
	STA4	Design/facility	Layout choices		5:10	6:45
	STA5	Service design	Crash carts		6:46	7:20
	STA6	Training	Staff training		7:35	8:57
	STA7	Service/patient tracking			8:57	10:00
	STA8	Quality	Computer/mobility		10:00	11:16
	STA9	Quality/safety	Pixux system		11:16	12:39
	STA10	Quality/measurement	Monitoring		13:00	13:15
	STA11	Capacity/design	Demand/patients/staffing/variation		13:16	15:02

Volume 11

Segment 1 - What is Operations Management? –Full Video on Student DVD

Running time - 13.57

This video provides an introductory survey of the applications of Operations management concepts in a wide variety of service and manufacturing industries. Brief examples from companies such as McDonalds, Hillerich and Bradsby, Disney, Honda and others are used to introduce students to the field of OM and it’s importance in companies.

Segment 2 - The Product Process Matrix –Full Video on Student DVD

Running time - 14.10

This segment presents the classic Hayes Wheelwright product process matrix, illustrating the concept of matching products with processes in manufacturing. The high volume standardized continuous processes of British Petroleum are contrasted with mass production at Honda, batch processes at Caterpillar, and the job shop of AED Vision. Onsite footage and descriptions of the system process and capacity is included for all examples.

VIDEOGRID.POM.DOC

Source	File Name	Concept	Description	Used In	Time In	Time Out
		Process Selection Considerations	overview		:40	2:11
		Product Process matrix—axis	description		2:11	2:56
		Process—continuous	Example: BP Amoco		2:57	5:46
		Mass production	Example: Honda		5:47	8:23
		Batch processing	Example: Caterpillar		8:24	9:26
		Job Shop	Example: AED Vision		9:27	12:22
		Product-Process Matrix—	Summary, hybrid processes		12:23	14:07

Segment 3 - The Service System Design Matrix –Full Video on Student DVD

Running time - 10:55

This video features Chase Bank to illustrate and provide the variety of customer contact systems used in service industries. Onsite examples and interviews are included describing the entire range of Chase Bank services, from the low contact methods such as mail, onsite technology and internet banking, all the way up to the highly customized and unique “Private Client Services” which Chase delivers to top end investment clients.

VIDEOGRID.POM.DOC

Source	File Name	Concept	Description	Used In	Time In	Time Out
		Intro	Overview of Service Design		:26	2:49
			Example Chase Bank		2:50	3:16
		Mail contact	Example Chase Bank		3:17	3:51
		Internet & Tech	Example Chase Bank		3:52	5:24
		Phone Contact	Example Chase Bank		5:25	6:19
		Face to Face tight specs	Example Chase Bank		6:20	7:19
		Face to Face Loose specs	Example Chase Bank		7:20	8:22
		Face to face total customization	Example Chase Bank		8:23	9:53
		Summary			9:54	10:37
		Credits			10:37	10:54

OPERATIONS MANAGEMENT VIDEO CLIPS FOR CD ROM

VOLUME 12

1. OPERATIONS MANAGEMENT VIDEO CLIPS FOR CD ROM --Ford 1

Flexible Manufacturing featuring Ford Chicago Assembly Plant

Segment 1 - Flexible Manufacturing: Featuring Ford – Chicago Assembly Plant