The #1 New York Times bestseller by Pulitzer Prize–winning historian David McCullough rediscovers an important chapter in the American story that’s “as resonant today as ever” (The Wall Street Journal)—the settling of the Northwest Territory by courageous pioneers who overcame incredible hardships to build a community based on ideals that would define our country. As part of the Treaty of Paris, in which Great Britain recognized the new United States of America, Britain ceded the land that comprised the immense Northwest Territory, a wilderness empire northwest of the Ohio River containing the future states of Ohio, Indiana, Illinois, Michigan, and Wisconsin. A Massachusetts minister named Manasseh Cutler was instrumental in opening this vast territory to veterans of the Revolutionary War and their families for settlement. Included in the Northwest Ordinance were three remarkable conditions: freedom of religion, free universal education, and most importantly, the prohibition of slavery. In 1788 the first band of pioneers set out from New England for the Northwest Territory under the leadership of Revolutionary War veteran General Rufus Putnam. They settled in what is now Marietta on the banks of the Ohio River. McCullough tells the story through five major characters: Cutler and Putnam; Cutler’s son Ephraim; and two other men, one a carpenter turned architect, and the other a physician who became a prominent pioneer in American science. They and their families created a town in a primeval wilderness, while coping with such frontier realities as floods, fires, wolves and bears, no roads or bridges, no guarantees of any sort, all the while negotiating a contentious and sometimes hostile relationship with the native people. Like so many of McCullough’s subjects, they let no obstacle deter or defeat them. Drawn in great part from a rare and all-but-unknown collection of diaries and letters by the key figures, The Pioneers is a uniquely American story of people whose ambition and courage led them to remarkable accomplishments. This is a revelatory and quintessentially American story, written with David McCullough’s signature narrative energy.

Business model innovations are conceived and implemented by a special type of entrepreneur: business model pioneers. This book presents 14 compelling case studies of business model pioneers and their companies, who have successfully introduced new business ideas to the market. The examples range from industries such as retail, media and entertainment to services and industrial projects. For each example, the book provides information on the market environment at the time of launch and illustrates the driving forces behind these business models. Moreover, current market developments are highlighted and linked to the evolution of the business models. Lastly, the authors present the profile of a typical business model pioneer.

"While much has been written about the industrial revolution," writes Lawrence Peskin, "we rarely read about industrial revolutionaries." This absence, he explains, reflects the preoccupation of both classical and Marxist economics with impersonal forces rather than with individuals. In Manufacturing Revolution Peskin deviates from both dominant paradigms by closely examining the words and deeds of individual Americans who made things in their own shops, who met in small groups to promote industrialization, and who, on the local level, strove for economic independence. In speeches, petitions, books, newspaper articles, club meetings, and coffee–house conversations, they fervently discussed the need for large-scale American manufacturing a half-century before the Boston Associates built their first factory. Peskin shows how these economic pioneers launched a discourse that continued for decades, linking industrialization to the cause of independence and guiding the new nation along the path of economic ambition. Based upon extensive research in both manuscript and printed sources from the period between 1760 and 1830, this book will be of interest to historians of the early republic and economic historians as well as to students of technology, business, and industry.

Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.

Information technology has become an important discipline for the manufacturing industry. However, the complexity of modern production has made manufacturing dependent on a rapidly developing computer-based support technology. The growth of a multitude of data-solutions and the use of incompatible products on different factory locations have led to so-called islands of automation. Such islands may be of considerable individual value, but pose integration problems if one wishes to integrate factory functions. The complexity of the modern factory sets stringent requirements to the systems integrator.

Farmingdale, located in west-central Long Island on both sides of the Nassau-Suffolk County border, was an important center of airplane manufacturing from the First World War until almost the end of the Cold War. Aviation pioneers like Lawrence Sperry, Sherman Fairchild, Leroy Grumman, Alexander de Seversky, and Alexander Kartveli directed the manufacture of aircraft, aircraft engines, and key subassemblies as they evolved from the propeller, biplane era to the jet and space age. Farmingdale witnessed the creation of such cutting-edge aircraft as the Sperry Triplane Amphibian and Messenger; the Fairchild FC-2; the Grumman FF-1, JF-1 Duck, and G-22 Gulfhawk; the Seversky P-35; the Republic Aviation P-47, F-84, and F-105; and the Fairchild Republic space shuttle tails and A-10 Warthog. Airplane manufacturing in Farmingdale ended in 1987 with the demise of Fairchild Republic, but this book offers a comprehensive pictorial history of the outstanding achievements of so many talented men and women over seven decades.

In the 1950’s, the design and implementation of the Toyota Production System (TPS) within Toyota had begun. In the 1960’s, Group Technology (GT) and Cellular Manufacturing (CM) were used by Serck Audco Valves, a high-mix low-volume (HMLV) manufacturer in the United Kingdom, to guide enterprise-wide transformation. In 1996, the publication of the book Lean Thinking introduced the entire world to Lean. Job Shop Lean integrates Lean with GT and CM by using the five Principles of Lean to guide its implementation: (1) identify value, (2) map the value stream, (3) create flow, (4) establish pull, and (5) seek perfection. Unfortunately, the tools typically used to implement the Principles of Lean are incapable of solving the three Industrial Engineering problems that HMLV manufacturers face when implementing Lean: (1) finding the product families in a product mix with hundreds of different products, (2) designing a flexible factory layout that "fits" hundreds of different product routings, and (3) scheduling a multi-product multi-machine production system subject to finite capacity constraints. Based on the Author’s 20+ years of learning, teaching, researching, and implementing Job Shop Lean since 1999, this book Describes the concepts, tools, software, implementation methodology, and barriers to successful implementation of Lean in HMLV production systems Utilizes Production Flow Analysis instead of Value Stream Mapping to eliminate waste in different levels of any HMLV manufacturing enterprise Solves the three Industrial Engineering problems that were mentioned earlier using software like PFAST (Production Flow Analysis and Simplification Toolkit), Sgetti and Schedlyzer Explains how the one-at-a-time implementation of manufacturing cells constitutes a long-term strategy for Continuous Improvement Explains how product families and manufacturing cells are the basis for implementing flexible automation, machine monitoring, virtual cells, Manufacturing Execution Systems, and other elements of Industry 4.0 Teaches a new method, Value Network Mapping, to visualize large multi-product multi-machine production systems whose Value Streams share many processes Includes real success stories of Job Shop Lean implementation in a variety of production systems such as a forge shop, a machine shop, a fabrication facility and a shipping department Encourages any HMLV manufacturer planning to implement Job Shop Lean to leverage the co-curricular and extracurricular programs of an Industrial Engineering department