Manufacturing Books

I found this book to be a marvelous presentation of the antecedents of the English Industrial Revolution. It is lucid, apolitical in language, deeply researched, and tightly organized. It draws material from important but uncommon sources, like eighteenth century industrial commentators before Adam Smith. Best of all, the deep texture of its tapestry of ideas was a pleasure to receive into one's own mind.

The authors provide a practical guide to fill the gap between research and industrial world. Agent standards and methodologies from design to implementation, with special reference to planning, scheduling and control systems, are introduced and linked to manufacturing information systems.

Perfect if you have some needs for entering the egyptian market in this field.

The entire contents of the following review are public domain, since I wrote them when employed by the U.S. federal government:

"Some officers could now spend as many as four years at a duty station before getting a new assignment.

The Air Force is now looking for ways to reduce the number of station-to-station moves for officers, particularly for those in the United States.

By extending the average assignment length for an officer from three years to four years, the Air Force believes it can reduce the number of yearly officer PCS moves. Any moves occurring before four years would primarily be for professional development reasons only, said Lt. Gen. Roger A. Brady, deputy chief of staff for manpower and personnel.

"We don't necessarily want to move people around as quickly as we may have in the past, if there is not a developmental reason for that," he said. "And there is a lot of development that can take place in your first few years of service, wherever you are."

The general said that for many young officers, lieutenants in particular, the greatest professional development comes from gaining expertise and experience at one stable location. For higher-ranking officers, professional development comes from attending schools or by taking a command position. Real professional development, the general said, does not come from simply moving to a new assignment.

"We have always been a force that wanted to develop people, and part of developing people is to give them different opportunities," he said. "But if you are not careful, you can confuse movement with development. So what we are looking at are policies that might create moves that are not necessarily related to development."

General Brady also said fewer moves for officers will put less stress on their families by allowing children to stay in a single school for a longer time and by allowing spouses to find more stable careers.

While the change to PCS policy will mostly affect officers inside the continental United States, it will also affect officers stationed overseas, especially at those assigned to European bases.

"We find that some of our traditional overseas assignments... are perhaps as stable as (in the Continental United States,) and so it begs the question as to whether or not you really need to have that disparity in how you manage units," he said.

Manning overseas units at higher levels increases PCS moves and the costs associated with them. The Air Force will now be more amenable to extending officers that want to stay longer at an overseas tour and will look closer than it has in the past at officers who want to shorten their overseas tours, General Brady said.

The Air Force has other reasons for limiting the number of officer PCS moves. One of those reasons is recouping the cost of the moves and applying that funding in other places.

"We have a budgetary issues in a lot of areas: fighting the global war on terror, high ops tempo, ageing aircraft fleets and growing manpower costs," the general said.

General Brady said more effective management of officer moves will better help their professional development, and will also free up funding so it can be applied to winning the war on terror and to recapitalizing ageing Air Force aircraft."