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THE AMERICAN ECONOMY AT THE END OF THE 20TH CENTURY

1. The United States entered the 21st century with an economy that was bigger, and by many measures more successful, than ever. Not only had it endured two world wars and a global depression in the first half of the 20th century, but it had surmounted challenges ranging from a 40-year Cold War with the Soviet Union to extended bouts of sharp inflation, high unemployment, and enormous government budget deficits in the second half of the century. The nation finally enjoyed a period of economic calm in the 1990s: prices were stable, unemployment dropped to its lowest level in almost 30 years, the government posted a budget surplus, and the stock market experienced an unprecedented boom. In 1998, America’s gross domestic product exceeded $8.5 trillion.

2. Though the United States held less than 5 percent of the world’s population, it accounted for more than 25 percent of the world’s economic output. Japan, the world’s second largest economy, produced about half as much. And while Japan and many of the world’s other economies grappled with slow growth and other problems in the 1990s, the American economy recorded the longest uninterrupted period of expansion in its history.

3. As in earlier periods, however, the United States had been undergoing profound economic change at the beginning of the 21st century. A wave of technological innovations in computing, telecommunications, and the biological sciences were profoundly affecting how Americans work and play.

4. The United States remains a “market economy.” Americans continue to believe that an economy generally operates best when decisions about what to produce and what prices to charge for goods are made through the give-and-take of millions of independent buyers and sellers, not by government or by powerful private interests. In a free market system, Americans believe, prices are most likely to reflect the true value of things, and thus can best guide the economy to produce what is most needed.
‘Continuity and Change’ http://usinfo.state.gov
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THE AMERICAN ECONOMY AT THE END OF THE 20TH CENTURY

1. The United States entered the 21st century with an economy that was bigger, and by many measures more successful, than ever. Not only had it endured two world wars and a global depression in the first half of the 20th century, but it had surmounted challenges ranging from a 40-year Cold War with the Soviet Union to extended bouts of sharp inflation, high unemployment, and enormous government budget deficits in the second half of the century. The nation finally enjoyed a period of economic calm in the 1990s: prices were stable, unemployment dropped to its lowest level in almost 30 years, the government posted a budget surplus, and the stock market experienced an unprecedented boom. In 1998, America’s gross domestic product exceeded $8.5 trillion.

2. Though the United States held less than 5 percent of the world’s population, it accounted for more than 25 percent of the world’s economic output. Japan, the world’s second largest economy, produced about half as much. And while Japan and many of the world’s other economies grappled with slow growth and other problems in the 1990s, the American economy recorded the longest uninterrupted period of expansion in its history.

3. As in earlier periods, however, the United States had been undergoing profound economic change at the beginning of the 21st century. A wave of technological innovations in computing, telecommunications, and the biological sciences were profoundly affecting how Americans work and play.

4. The United States remains a “market economy.” Americans continue to believe that an economy generally operates best when decisions about what to produce and what prices to charge for goods are made through the give-and-take of millions of independent buyers and sellers, not by government or by powerful private interests. In a free market system, Americans believe, prices are most likely to reflect the true value of things, and thus can best guide the economy to produce what is most needed.
‘Continuity and Change’ http://usinfo.state.gov
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Galloping oil prices became one of the main causes of uncontrolled inflation in the second half of the century.

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THE “FIVE M’S”

1. Production management’s responsibilities are summarized by the “five M’s”: men, machines, methods, materials, and money. “Men” refers to the human element in operating systems. Since the vast majority of manufacturing personnel work in the physical production of goods, “people management” is one of the production manager’s most important responsibilities.

2. The production manager must choose the machines and methods of the company, first selecting the equipment and technology to be used in the manufacture of the product or service and then planning and controlling the methods and procedures for their use. The flexibility of the production process and the ability of workers to adapt to equipment and schedules are important issues in this phase of production management.

3. The production manager’s responsibility for materials includes the management of flow processes—both physical (raw materials) and information (paperwork). The smoothness of resource movement and data flow is determined largely by the fundamental choices made in the design of the product and in the process to be used.

4. The manager’s concern for money is explained by the importance of financing and asset utilization to most manufacturing organizations. A manager who allows excessive inventories to build up or who achieves level production and steady operation by sacrificing good customer service and timely delivery runs the risk that overinvestment or high current costs will wipe out any temporary competitive advantage. Although the five M’s capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly and meets cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to monitor and evaluate the production plan to see if it can be modified.

‘Production management’, Encyclopaedia Britannica Deluxe Edition, 2004 CD-ROM
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The design of the product and the process to be used determines the efficiency of resource movement and data flow.

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THE AMERICAN ECONOMY AT THE END OF THE 20TH CENTURY

1. The United States entered the 21st century with an economy that was bigger, and by many measures more successful, than ever. Not only had it endured two world wars and a global depression in the first half of the 20th century, but it had surmounted challenges ranging from a 40-year Cold War with the Soviet Union to extended bouts of sharp inflation, high unemployment, and enormous government budget deficits in the second half of the century. The nation finally enjoyed a period of economic calm in the 1990s: prices were stable, unemployment dropped to its lowest level in almost 30 years, the government posted a budget surplus, and the stock market experienced an unprecedented boom. In 1998, America’s gross domestic product exceeded $8.5 trillion.

2. Though the United States held less than 5 percent of the world’s population, it accounted for more than 25 percent of the world’s economic output. Japan, the world’s second largest economy, produced about half as much. And while Japan and many of the world’s other economies grappled with slow growth and other problems in the 1990s, the American economy recorded the longest uninterrupted period of expansion in its history.

3. As in earlier periods, however, the United States had been undergoing profound economic change at the beginning of the 21st century. A wave of technological innovations in computing, telecommunications, and the biological sciences were profoundly affecting how Americans work and play.

4. The United States remains a “market economy.” Americans continue to believe that an economy generally operates best when decisions about what to produce and what prices to charge for goods are made through the give-and-take of millions of independent buyers and sellers, not by government or by powerful private interests. In a free market system, Americans believe, prices are most likely to reflect the true value of things, and thus can best guide the economy to produce what is most needed.
‘Continuity and Change’ http://usinfo.state.gov
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New technologies have begun to play an important part in the Americans’ everyday life.

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THE “FIVE M’S”

1. Production management’s responsibilities are summarized by the “five M’s”: men, machines, methods, materials, and money. “Men” refers to the human element in operating systems. Since the vast majority of manufacturing personnel work in the physical production of goods, “people management” is one of the production manager’s most important responsibilities.

2. The production manager must choose the machines and methods of the company, first selecting the equipment and technology to be used in the manufacture of the product or service and then planning and controlling the methods and procedures for their use. The flexibility of the production process and the ability of workers to adapt to equipment and schedules are important issues in this phase of production management.

3. The production manager’s responsibility for materials includes the management of flow processes—both physical (raw materials) and information (paperwork). The smoothness of resource movement and data flow is determined largely by the fundamental choices made in the design of the product and in the process to be used.

4. The manager’s concern for money is explained by the importance of financing and asset utilization to most manufacturing organizations. A manager who allows excessive inventories to build up or who achieves level production and steady operation by sacrificing good customer service and timely delivery runs the risk that overinvestment or high current costs will wipe out any temporary competitive advantage. Although the five M’s capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly and meets cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to monitor and evaluate the production plan to see if it can be modified.

‘Production management’, Encyclopaedia Britannica Deluxe Edition, 2004 CD-ROM
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Production management’s responsibilities include carrying out advertising and PR campaigns.

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THE “FIVE M’S”

1. Production management’s responsibilities are summarized by the “five M’s”: men, machines, methods, materials, and money. “Men” refers to the human element in operating systems. Since the vast majority of manufacturing personnel work in the physical production of goods, “people management” is one of the production manager’s most important responsibilities.

2. The production manager must choose the machines and methods of the company, first selecting the equipment and technology to be used in the manufacture of the product or service and then planning and controlling the methods and procedures for their use. The flexibility of the production process and the ability of workers to adapt to equipment and schedules are important issues in this phase of production management.

3. The production manager’s responsibility for materials includes the management of flow processes—both physical (raw materials) and information (paperwork). The smoothness of resource movement and data flow is determined largely by the fundamental choices made in the design of the product and in the process to be used.

4. The manager’s concern for money is explained by the importance of financing and asset utilization to most manufacturing organizations. A manager who allows excessive inventories to build up or who achieves level production and steady operation by sacrificing good customer service and timely delivery runs the risk that overinvestment or high current costs will wipe out any temporary competitive advantage. Although the five M’s capture the essence of the major tasks of production management, control summarizes its single most important issue. The production manager must plan and control the process of production so that it moves smoothly and meets cost and quality objectives. Process control has two purposes: first, to ensure that operations are performed according to plan, and second, to monitor and evaluate the production plan to see if it can be modified.

‘Production management’, Encyclopaedia Britannica Deluxe Edition, 2004 CD-ROM
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Selecting the equipment and technology plays the most important role in the «five M’s» system.