Like many of Shklovsky's works, Third Factory is not easily classified. In part it is a memoir of the three "Factories" that influenced his development as a human being and as a writer, yet the events depicted within the book are fictionalised and conveyed with the poetic verve and playfulness of form that have made Shklovsky a major figure in twentieth-century world literature. In addition to its fictional and biographical elements, Third Factory includes anecdotes, rants, social satire, literary theory, and anything else that Shklovsky, with an artist's unerring confidence, chooses to include.
The instant New York Times bestseller about one man's battle to save hundreds of jobs by demonstrating the greatness of American business. The Bassett Furniture Company was once the world's biggest wood furniture manufacturer. Run by the same powerful Virginia family for generations, it was also the center of life in Bassett, Virginia. But beginning in the 1980s, the first waves of Asian competition hit, and ultimately Bassett was forced to send its production overseas. One man fought back: John Bassett III, a shrewd and determined third-generation factory man, now chairman of Vaughan-Bassett Furniture Co, which employs more than 700 Virginians and has sales of more than $90 million. In Factory Man, Beth Macy brings to life Bassett's deeply personal furniture and family story, along with a host of characters from an industry that was as cutthroat as it was colorful. As she shows how he uses legal maneuvers, factory efficiencies, and sheer grit and cunning to save hundreds of jobs, she also reveals the truth about modern industry in America.
It's 1988 and Lily Bloom, a 65-year-old American lies dying of cancer in a London hospital. As her two daughters buzz around her and the nurses pump her full of morphine, she slides in and out of consciousness, outraged that there is so little time left and so many people still to disparage.
"When Filomena discovers that a fetid glass factory in a run-down area of Long Island is spewing poisons into the local water supply, she quickly smells a rat. She's sure that her nemesis, a cutthroat industrial polluter with an airtight financial empire, is somehow behind the contamination."--Jacket.
Factory Made: Warhol and the Sixties is a fascinating look at the avant-garde group that came together—from 1964 to 1968—as Andy Warhol’s Silver Factory, a cast that included Lou Reed, Nico, Edie Sedgwick, Gerard Malanga, Paul Morrissey, Joe Dallesandro, Billy Name, Candy Darling, Baby Jane Holzer, Brigid Berlin, Ultra Violet, and Viva. Steven Watson follows their diverse lives from childhood through their Factory years. He shows how this ever-changing mix of artists and poets, musicians and filmmakers, drag queens, society figures, and fashion models, all interacted at the Factory to create more than 500 films, the Velvet Underground, paintings and sculpture, and thousands of photographs. Between 1961 and 1964 Warhol produced his most iconic art: the Flower paintings, the Marilyns, the Campbell’s Soup Can paintings, and the Brillo Boxes. But it was his films—Sleep, Kiss, Empire, The Chelsea Girls, and Vinyl—that constituted his most prolific output in the mid-1960s, and with this book Watson points up the important and little-known interaction of the Factory with the New York avant-garde film world. Watson sets his story in the context of the revolutionary milieu of 1960s New York: the opening of Paul Young’s Paraphernalia, Truman Capote’s Black and White Ball, Max’s Kansas City, and the Beautiful People Party at the Factory, among many other events. Interspersed throughout are Watson’s trademark sociogram, more than 130 black-and-white photographs—some never before seen—and many sidebars of quotes and slang that help define the Warholian world. With Factory Made, Watson has focused on a moment that transformed the art and style of a generation.
While some writers account for Japan's postwar economic "miracle" in terms of a distinctively Japanese, traditional model of social organization, the writers of this study consider Japan's technological growth to have been accompanied by convergence toward modernized social organization. The authors test both of these theoretical models. Their data are derived from a nine-month period of observation, analysis of company records, interviews of personnel, and questionnaire responses from production, staff, and managerial employees in three main Japanese firms. Other firms were visited more briefly. The analysis shows that the most distinctively Japanese variables have less causal impact on performance within a firm than do more universal variables such as employee status, sex, and job satisfaction. The authors test both of these theoretical models. Their data are derived from a nine-month period of observation, analysis of company records, interviews of personnel, and questionnaire responses from production, staff, and managerial employees in three main Japanese firms. Other firms were visited more briefly. The analysis shows that the most distinctively Japanese variables have less causal impact on performance within a firm than do more universal variables such as employee status, sex, and job satisfaction. Originally published in 1976. The Princeton Legacy Library uses the latest print-on-demand technology to again make available previously out-of-print books from the distinguished backlist of Princeton University Press. These editions preserve the original texts of these important books while presenting them in durable paperback and hardcover editions. The goal of the Princeton Legacy Library is to vastly increase access to the rich scholarly heritage found in the thousands of books published by Princeton University Press since its founding in 1905.
Our economy and future way of life depend on how well American manufacturing managers adapt to the dynamic, globally competitive landscape and evolve their firms to keep pace. A major challenge is how to structure the firms environment so that it attains the speed and low cost of high-volume flow lines while retaining the flexibility and customization potential of a low-volume job shop. The books three parts are organized according to three categories of skills required by managers and engineers: basics, intuition, and synthesis. Part I reviews traditional operations management techniques and identifies the necessary components of the science of manufacturing. Part II presents the core concepts of the book, beginning with the structure of the science of manufacturing and a discussion of the systems approach to problem solving. Other topics include behavioral tendencies of manufacturing plants, push and pull production systems, the human element in operations management, and the relationship between quality and operations. Chapter conclusions include main points and observations framed as manufacturing laws. In Part III, the lessons of Part I and the laws of Part II are applied to address specific manufacturing management issues in detail. The authors compare and contrast common problems, including shop floor control, long-range aggregate planning, workforce planning and capacity management. A main focus in Part III is to help readers visualize how general concepts in Part II can be applied to specific problems. Written for both engineering and management students, the authors demonstrate the effectiveness of a rule-based and data driven approach to operations planning and control. They advance an organized framework from which to evaluate management practices and develop useful intuition about manufacturing systems.
