Page 1 of 87 KnoWerX Education (India) Private Limited APICS 2013 CPIM List of Primary References and Additional Aids Basics of Supply Chain Management (BSCM) Module name Primary reference title Author(s) Binding Publisher Year ISBN-13 Pages Comments APICS KnoWerX 1 1 2009 US Paperback APICS 2009 99 05002-2009 $35 $35 `2,660 `2,500 `2,380 2 1 APICS Dictionary 13 US Paperback APICS 2011 9780615394411 164 01102-2011 $50 $30 `2,310 `2,170 `2,060 3 1 7 US Hardcover 2011 9780131376700 408 03813-V7 $122 $98 2 7 Paperback 2011 9780132668873 408 `5,790 `5,440 `5,440 4 1 Pascal Dennis 2 US Paperback 2007 9781563273568 192 03990 $34 $31 2 Pascal Dennis 2 Indian Paperback 2007 9781563273568 192 `600 `560 `560 5 1 2011 2011 6 6 1 2010 2010 32 ++ Prices do not include approx. 25% to 100% shipping and handling charges that are charged by APICS on international shipments to India. ## Prices change everyday and are only indicative. Please check for correct price on day of buying. No shipping and handling charges within India. Prices marked in yellow are included in the bundled examination fee. Module name Additional aid title Author(s) Binding Publisher Year ISBN-13 Pages Comments APICS KnoWerX 1 1 CPIM Subcommittee 2013 US Paperback APICS 2013 53 09051-2013 $25 $25 `2,020 `1,900 `1,810 2 1 3.1 US Paperback APICS 2009 12 09205-BK $28 $19 `1,700 `1,600 `1,520 ++ Prices do not include approx. 25% to 100% shipping and handling charges that are charged by APICS on international shipments to India. ## Prices change everyday and are only indicative. Please check for correct price on day of buying. No shipping and handling charges within India. Primary reference sequence number Alternat e edition number Editio n Editio n type Table of Contents Stock number Non- member price (US$)++ Member price (US$)++ Estimated delivery time Corporate credit price (`)## Non-member price (`)## Member price (`)## Estimated delivery time Basics of Supply Chain Management (BSCM) APICS CPIM Basics of Supply Chain Management Reprints Basics of Supply Chain Management Committee of the APICS Curricula and Certification Committee Imported, 1 to 2 weeks Reprinted , up to 1 week Editor: John H. Blackstone Jr., Ph.D., CFPIM, Jonah's Jonah Imported, 1 to 2 weeks Reprinted , up to 1 week Introduction to Materials Management J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive Prentice Hall IMM_1 Imported, 1 to 2 weeks Introduction to Materials Management J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive Intern ationa l Pearson Education IMM_1 Imported, 2 to 6 weeks Lean Production Simplified: A Plain- Language Guide to the World’s Most Powerful Production System Productivit y Press LPS_1 Imported, 1 to 2 weeks Lean Production Simplified: A Plain- Language Guide to the World’s Most Powerful Production System Productivit y Press LPS_1 Up to 1 week United Nations Global Compact: Corporate Sustainability in the World Economy Downlo adable PDF UN Global Compact Office http://www.unglo UN Global Compact Management Model: Framework for Implementation Deloitte Touche Tohmatsu Downlo adable PDF UN Global Compact Office http://www.unglo Additiona l aid sequence number Alternat e edition number Editio n Editio n type Table of Contents Stock number Non- member price (US$)++ Member price (US$)++ Estimated delivery time Corporate credit price (`)## Non-member price (`)## Member price (`)## Estimated delivery time Basics of Supply Chain Management (BSCM) APICS CPIM Exam Content Manual ECM_1 Imported, 1 to 2 weeks Reprinted , up to 1 week APICS CPIM Basics of Supply Chain Management Practice Question Booklet Basics of Supply Chain Management Committee of the APICS Curricula and Certification Committee Imported, 1 to 2 weeks Reprinted , up to 1 week
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KnoWerX Education (India) Private LimitedAPICS 2013 CPIM List of Primary References and Additional Aids
Basics of Supply Chain Management (BSCM)
Module name Primary reference title Author(s) Edition Binding Publisher Year ISBN-13 Pages Comments
++ Prices do not include approx. 25% to 100% shipping and handling charges that are charged by APICS on international shipments to India.
## Prices change everyday and are only indicative. Please check for correct price on day of buying. No shipping and handling charges within India.
Primary reference sequence number
Alternate edition number
Edition type
Table of Contents Stock
number
Non-member
price (US$)++
Member price
(US$)++
Estimated delivery time
Corporate credit price (`)##
Non-member
price (`)##
Member price (`)##
Estimated delivery time
Strategic Management of Resources (SMR)
Editor: John H. Blackstone Jr., Ph.D., CFPIM, Jonah's Jonah
Imported, 1 to 2 weeks
Reprinted, up to 1 week
APICS Strategic Management of Resources References Sourcebook
APICS / Pearson Custom Publishing
SMRRS_1Imported, 1 to 2 weeks
Imported, 1 to 2 weeks
Additional aid sequence number
Alternate edition number
Edition type
Table of Contents Stock
number
Non-member
price (US$)++
Member price
(US$)++
Estimated delivery time
Corporate credit price (`)##
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price (`)##
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Strategic Management of Resources (SMR)
APICS CPIM Exam Content Manual
ECM_1Imported, 1 to 2 weeks
Reprinted, up to 1 week
APICS CPIM Strategic Management of Resources Practice Question Booklet
Strategic Management of Resources Committee of the APICS Curricula and Certification Committee
Imported, 1 to 2 weeks
Reprinted, up to 1 week
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Designing and Managing the Supply ChainDavid Simchi-Levi, Philip Kaminsky, Edith Simchi-Levi and Ravi Shankar
ISBN: 9780070666986Table of Contents
About the Authors viiForeword viiiPreface ixAcknowledgments xvList of Cases xviiCHAPTER 1 INTRODUCTION TO SUPPLY CHAIN MANAGEMENT 1
1.1 What Is Supply Chain Management? 11.2 The Development Chain 31.3 Global Optimization 41.4 Managing Uncertainty and Risk 51.5 The Evolution of Supply Chain Management 71.6 The Complexity 111.7 Key Issues in Supply Chain Management 121.8 Book Objectives and Overview 16Discussion Questions 18CASE: MEDITECH SURGICAL 18
CHAPTER 2 INVENTORY MANAGEMENT AND RISK POOLING 27CASE: STEEL WORKS, INC. 272.1 Introduction 312.2 Single Stage Inventory Control 332.2.1 The Economic Lot Size Model 332.2.2 The Effect of Demand Uncertainty 362.2.3 Single Period Models 362.2.4 Initial Inventory 392.2.5 Multiple Order Opportunities 412.2.6 Continuous Review Policy 422.2.7 Variable Lead Times 452.2.8 Periodic Review Policy 452.2.9 Service Level Optimization 472.3 Risk Pooling 48CASE: RISK POOLING 492.4 Centralized Versus Decentralized Systems 522.5 Managing Inventory in the Supply Chain 522.6 Practical Issues 562.7 Forecasting 572.7. I Judgment Methods 582.7.2 Market Research Methods 582.7.3 Time-Series Methods 592.7.4 Causal Methods 592.7.5 Selecting the Appropriate Forecasting Technique 59Summary 60Discussion Questions 60CASE: SPORT OBERMEYER 63
CHAPTER 3 NETWORK PLANNING 79CASE: THE Bis CORPORATION 793.1 Introduction 813.2 Network Design 82
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3.2.1 Data Collection 843.2.2 Data Aggregation 843.2.3 Transportation Rates 883.2.4 Mileage Estimation 893.2.5 Warehouse Costs 903.2.6 Warehouse Capacities 913.2.7 Potential Warehouse Locations 923.2.8 Service Level Requirements 923.2.9 Future Demand 923.2.10 Model and Data Validation 923.2.11 Solution Techniques 933.2.12 Key Features of a Network Configuration SCP 963.3 Inventory Positioning and Logistics Coordination 973.3. I Strategic Safety Stock 97CASE: ELECCOMP INC. 993.3.2 Integrating Inventory Positioning and Network Design 1053.4 Resource Allocation 106Summary 109Discussion Questions 110CASE: H. C. STARCK, INC. 111
CHAPTER 4 SUPPLY CONTRACTS 127CASE: AMERICAN TOOL WORKS 1274.1 Introduction 1284.2 Strategic Components 1294.2.1 Supply Contracts 1294.2.2 Limitations 1344.3 Contracts for Make-to-Stock/Make-to-Order Supply Chains 1354.4 Contracts with Asymmetric Information 1394.5 Contracts for Nonstrategic Components 140Summary 142Discussion Questions 143
CHAPTER 5 THE VALUE OF INFORMATION 147CASE: BARILLA SpA (A) 1475.1 Introduction 1585.2 The Bullwhip Effect 1595.2.1 Quantifying the Bullwhip Effect 1615.2.2 The Impact of Centralized Information on the Bullwhip Effect 1635.2.3 Methods for Coping with the Bullwhip Effect 1665.3 Information Sharing and Incentives 1675.4 Effective Forecasts 1695.5 Information for the Coordination of Systems 1695.6 Locating Desired Products 1705.7 Lead-Time Reduction 1715.8 Information and Supply Chain Trade-offs 1715.8.1 Conflicting Objectives in the Supply Chain 1725.8.2 Designing the Supply Chain for Conflicting Goals 1725.9 Decreasing Marginal Value of Information 175Summary 176Discussion Questions 176CASE: REEBOK NFL REPLICA JERSEYS: A CASE FOR POSTPONEMENT 177
CHAPTER 6 SUPPLY CHAIN INTEGRATION 185
1856.1 introduction 195
CASE: DELL INC.: IMPROVING THE FLEXIBILITY OF THE DESKTOP PC SUPPLY CHAIN
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6.2 Push, Pull, and Push-Pull Systems 1956.2.1 Push-Based Supply Chain 1956.2.2 Pull-Based Supply Chain 1966.2.3 Push-Pull Supply Chain 1976.2.4 Identifying the Appropriate Supply Chain Strategy 1986.2.5 Implementing a Push-Pull Strategy 2006.3 The Impact of Lead Time 2026.4 Demand-Driven Strategies 2046.5 The Impact of the Internet on Supply Chain Strategies 2056.5.1 What Is E-Business? 2066.5.2 The Grocery Industry 2076.5.3 The Book Industry 2076.5.4 The Retail Industry 2086.5.5 Impact on Transportation and Fulfillment 209Summary 209Discussion Questions 210CASE: THE GREAT INVENTORY CORRECTION 210
CHAPTER 7 DISTRIBUTION STRATEGIES 215CASE: AMAZON.COM'S EUROPEAN DISTRIBUTION STRATEGY 2157.1 Introduction 2387.2 Direct Shipment Distribution Strategies 2387.3 Intermediate Inventory Storage Point Strategies 2397.3.1 Traditional Warehousing 2407.3.2 Cross-Docking 2417.3.3 Inventory Pooling 2427.4 Transshipment 2477.5 Selecting an Appropriate Strategy 247Summary 248Discussion Questions 249
CHAPTER 8 STRATEGIC ALLIANCES 251CASE: HOW KIMBERLY-CLARK KEEPS CLIENT COSTCO IN DIAPERS 2518.1 Introduction 2548.2 A Framework for Strategic Alliances 2568.3 Third-Party Logistics 2578.3.1 What Is 3PL? 2588.3.2 Advantages and Disadvantages of 3PL 2588.3.3 3PL Issues and Requirements 2608.3.4 3PL Implementation Issues 2618.4 Retailer-Supplier Partnerships 2628.4.1 Types of RSP 2628.4.2 Requirements for RSP 2638.4.3 Inventory Ownership in RSP 2648.4.4 Issues in RSP Implementation 2658.4.5 Steps in RSP Implementation 2658.4.6 Advantages and Disadvantages of RSP 2668.4.7 Successes and Failures 2678.5 Distributor Integration 2688.5.1 Types of Distributor Integration 2688.5.2 Issues in Distributor Integration 269Summary 270Discussion Questions 270CASE: AUDIO DUPLICATION SERVICES, INC. (ADS) 271CASE: THE SMITH GROUP 272CASE: MARUTI UDYOG LIMITED 273
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CHAPTER 9 PROCUREMENT AND OUTSOURCING STRATEGIES 277CASE: ZARA 2779.1 introduction 2919.2 Outsourcing Benefits and Risks 2929.3 A Framework for Buy/Make Decisions 2949.4 Procurement Strategies 2969.4.1 Supplier Footprint 2989.5 E-Procurement 300Summary 304Discussion Questions 305
305
CHAPTER 10 GLOBAL LOGISTICS AND RISK MANAGEMENT 321CASE: WAL-MART CHANGES TACTICS TO MEET INTERNATIONAL TASTES 32110.1 Introduction 32410.1.1 Global Market Forces 32510.1.2 Technological Forces 32610.1.3 Global Cost Forces 32610.1.4 Political and Economic Forces 32710.2 Risk Management 32710.2.1 Many Sources of Risks 32810.2.2 Managing the Unknown-Un/mown 33010.2.3 Managing Global Risks 33310.2.4 Requirements for Global Strategy Implementation 33410.3 Issues in International Supply Chain Management 33510.3.1 International versus Regional Products 33510.3.2 Local Autonomy versus Central Control 33610.3.3 Miscellaneous Dangers 33710.4 Regional Differences in Logistics 33810.4.1 Cultural Differences 33810.4.2 Infrastructure 33810.4.3 Performance Expectation and Evaluation 33910.4.4 Information System Availability 34010.4.5 Human Resources 340Summary 340Discussion Questions 341
CHAPTER 11 COORDINATED PRODUCT AND SUPPLY CHAIN DESIGN 343CASE: HEWLETT-PACKARD: DESKJET PRINTER SUPPLY CHAIN 34311.1 A General Framework 35111.2 Design for Logistics 35411.2.1 Overview 35411.2.2 Economic Packaging and Transportation 35511.2.3 Concurrent and Parallel Processing 35611.2.4 Standardization 35711.2.5 Selecting a Standardization Strategy 36111.2.6 Important Considerations 36111.2.7 The Push-Pull Boundary 36211.2.8 Case Analysis 36311.3 Supplier Integration into New Product Development 36511.3.1 The Spectrum of Supplier Integration 36511.3.2 Keys to Effective Supplier Integration 36611.3.3 A "Bookshelf" of Technologies and Suppliers 36711.4 Mass Customization 36711.4.1 What Is Mass Customization? 36711.4.2 Making Mass Customization Work 368
CASE: SOLECTRON: FROM CONTRACT MANUFACTURER TO GLOBAL SUPPLY CHAIN INTEGRATOR
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11.4.3 Mass Customization and Supply Chain Management 369Summary 369Discussion Questions 370
370
CHAPTER 12 CUSTOMER VALUE 377CASE: MADE TO MEASURE 37712.1 Introduction 38012.2 The Dimensions of Customer Value 38212.2.1 Conformance to Requirements 38212.2.2 Product Selection 38412.2.3 Price and Brand 38712.2.4 Value-Added Services 38812.2.5 Relationships and Experiences 38912.2.6 Dimensions and Achieving Excellence 39112.3 Customer Value Measures 39212.4 Information Technology and Customer Value 395Summary 397Discussion Questions 398
CHAPTER 13 SMART PRICING 399
39913.1 Introduction 40013.2 Price and Demand 40113.3 Markdowns 40213.4 Price Differentiation 40313.5 Revenue Management 40513.6 Smart Pricing 40813.6.1 Differential Pricing 40813.6.2 Dynamic Pricing 41013.7 Impact of the Internet 41113.8 Caveats 412Summary 413Discussion Questions 413CASE: THE GREAT REBATE RUNAROUND 414
CHAPTER 14 INFORMATION TECHNOLOGY AND BUSINESS PROCESSES 419CASE: SUPPLY CHAIN WHIRL 41914.1 Introduction 42114.2 The Importance of Business Processes 42214.3 Goals of Supply Chain IT 428CASE: 7-ELEVEN STOCKS UP ON TECH SAVVY 43214.4 Supply Chain Management System Components 43514.4.1 Decision-Support Systems 43614.4.2 IT for Supply Chain Excellence 43914.5 Sales and Operations Planning 442CASE: S&OP "EVOLUTION" AT ADTRAN 44214. 6 Integrating Supply Chain Information Technology 44514.6.1 Implementation of ERP and DSS 44614.6.2 "Best of Breed " versus Single-Vendor ERP Solutions 447Summary 448Discussion Questions 449
CHAPTER 15 TECHNOLOGY STANDARDS 451
CASE: HEWLETT-PACKARD COMPANY: NETWORK PRINTER DESIGN FOR UNIVERSALITY
CASE: STARBUCKS ECONOMICS: SOLVING THE MYSTERY OF THE ELUSIVE "SHORT" CAPPUCCINO
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45115.1 Introduction 45215.2 IT Standards 45315.3 Information Technology Infrastructure 45515.3.1 Interface Devices 45515.3.2 System Architecture 45515.3.3 Electronic Commerce 45715.4 Service-Oriented Architecture (SOA) 46015.4.1 Technology Base: IBM and Microsoft 46015.4.2 ERP Vendor Platform: SAP and Oracle 46215.4.3 Conclusion 46315.5 Radio Frequency Identification (RFID) 46415.5.1 Introduction 46415.5.2 RFID Applications 46515.5.3. RFID and Point-of-Sale Data 46815.5.4 Business Benefits 46915.5.5 Supply Chain Efficiency 471Summary 471Discussion Questions 472
CHAPTER 16 LOCAL ISSUES IN SUPPLY CHAIN MANAGEMENT 473CASE: AMAZING STORY OF MUMBAI DABBAWALAHS 47316.1 Introduction 47916.2 Supply Chain Issues during Natural Disasters and Other Calamities 47916.3 Supply Chain Issues for SMEs 48016.4 Organized Retail in India 48116.5 Reverse Logistics 482Summary 482Discussion Questions 483
APPENDIX A COMPUTERIZED BEER GAME 485A.1 Introduction 485A.2 The Traditional Beer Game 485A.2.1 The Difficulties with the Traditional Beer Game 486A.3 The Scenarios 487A.4 Playing a Round 488A.4.1 1ntroducing the Game 488A.4.2 Understanding the Screen 489A.4.3 Playing the Game 490A.4.4 Other Features 492A.5 Options and Settings 493A.5.1 File Commands 493A.5.2 Options Commands 493A.5.3 The Play Commands 496A.5.4 The Graphs Commands 497A.5.5 The Reports Commands 498
APPENDIX B THE RISK POOL GAME 500B.1 Introduction 500B.2 The Scenarios 500B.3 Playing Several Rounds 501B.3.1 1ntroducing the Game 501B.3.2 Understanding the Screen 502B.3.3 Playing the Game 503B.3.4 Other Features 503B.4 Options and Settings 503
CASE: PACORINI STAYS ON TOP OF GLOBAL LOGISTICS MARKET WITH IBM SOA SOLUTION
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B.4.1 File Commands 504B.4.2 Play Commands 504B.4.3 The Reports Commands 506
APPENDIX C EXCEL SPREADSHEET 508C.1 introduction 508C.2 The Spreadsheet 508
APPENDIX D THE BIDDING GAME 509D.1 introduction 509D.2 The Scenario 509D.3 instructions for Excel Version of the Game 510
CHAPTER 2 Production Planning System 16Introduction 16Manufacturing Planning and Control System 17Sales and Operations Planning 20Manufacturing Resource Planning 22Enterprise Resource Planning 23Making the Production Plan 24Summary 33Key Terms 33Questions 33Problems 34Case Study:Meridian Water Pumps 39
CHAPTER 3 Master Scheduling 41Introduction 41Relationship to Production Plan 42Developing a Master Production Schedule 44Production Planning, Master Scheduling, and Sales 49Summary 54Key Terms 55Questions 55Problems 56Case Study: Acme Water Pumps 61
CHAPTER 4 Material Requirements Planning 62Introduction 62Bills of Material 64Material Requirements Planning Process 70Using the Material Requirements Plan 81Summary 84Key Terms 84Questions 84Problems 85Case Study: Apix Polybob Company 95
CHAPTER 5 Capacity Management 98Introduction 98
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Definition of Capacity 98Capacity Planning 99Capacity Requirements Planning 100Capacity Available 102Capacity Required (Load) 105Scheduling Orders 107Making the Plan 109Summary 109Key Terms 110Questions 111Problems 111Case Study:Wescott Products 114
CHAPTER 6 Production Activity Control 117Introduction 117Data Requirements 120Order Preparation 121Scheduling 122Load Leveling 127Scheduling Bottlenecks 128Theory of Constraints and Drum-Buffer-Rope 130Implementation 132Control 133Production Reporting 138Product Tracking 139Summary 139Key Terms 139Questions 140Problems 141Case Study: Johnston Products 145
CHAPTER 7 Purchasing 147Introduction 147Establishing Specifications 150Functional Specification Description 152Selecting Suppliers 154Price Determination 157Impact of Material Requirements Planning on Purchasing 159Environmentally Responsible Purchasing 161Expansion of Purchasing into Supply Chain Management 162Some Organizational Implications of Supply Chain Management 163Summary 164Key Terms 164Questions 165Problems 165Case Study: Let’s Party! 166
CHAPTER 8 Forecasting 167Introduction 167Demand Management 167Demand Forecasting 168Characteristics of Demand 168Principles of Forecasting 170Collection and Preparation of Data 171Forecasting Techniques 172Some Important Intrinsic Techniques 173Seasonality 176
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Tracking the Forecast 179Summary 185Key Terms 186Questions 186Problems 186Case Study: Northcutt Bikes: the Forecasting Problem 193
CHAPTER 9 Inventory Fundamentals 196Introduction 196Aggregate Inventory Management 196Item Inventory Management 196Inventory and the Flow of Material 197Supply and Demand Patterns 198Functions of Inventories 198Objectives of Inventory Management 199Inventory Costs 201Financial Statements and Inventory 203ABC Inventory Control 207Summary 210Key Terms 211Questions 211Problems 212Case Study: Randy Smith, Inventory Control Manager 216
CHAPTER 10 Order Quantities 218Introduction 218Economic-Order Quantity (EOQ) 219Variations of the EOQ Model 223Quantity Discounts 224Order Quantities for Families of Product When Costs are Not Known 225Period-Order Quantity (POQ) 226Summary 229Key Terms 229Questions 229Problems 230Case Study: Carl’s Computers 234
CHAPTER 11 Independent Demand Ordering Systems 237Introduction 237Order Point System 237Determining Safety Stock 239Determining Service Levels 245Different Forecast and Lead-Time Intervals 247Determining When the Order Point Is Reached 247Periodic Review System 249Distribution Inventory 251Summary 254Key Terms 254Questions 255Problems 255
CHAPTER 12 Physical Inventory and Warehouse Management 262Introduction 262Warehousing Management 262Physical Control and Security 267Inventory Record Accuracy 268
CHAPTER 13 Physical Distribution 282Introduction 282Physical Distribution System 285Interfaces 287Transportation 288Legal Types of Carriage 290Transportation Cost Elements 291Warehousing 296Packaging 301Materials Handling 302Multi-Warehouse Systems 303Summary 305Key Terms 306Questions 306Problems 308Case Study:Metal Specialties, Inc. 309
CHAPTER 14 Products and Processes 310Introduction 310Need for New Products 310Product Development Principles 311Product Specification and Design 313Process Design 315Factors Influencing Process Design 316Processing Equipment 317Process Systems 318Selecting the Process 320Continuous Process Improvement (CPI) 322Key Terms 332Questions 333Problems 334Case Study: Cheryl Franklin, Production Manager 337
CHAPTER 15 Lean Production 339Introduction 339Lean Production 339Waste 341The Lean Production Environment 343
Manufacturing Planning and Control in a Lean Production Environment: JIT Production 350Which to Choose: MRP (ERP), Kanban, or Theory of Constraints? 359Summary 361Key Terms 361Questions 362Problems 363Case Study:Murphy Manufacturing 364
CHAPTER 16 Total Quality Management 367Introduction 367
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What Is Quality? 367Total Quality Management (TQM) 369Quality Cost Concepts 372Variation as a Way of Life 373Process Capability 375Process Control 379Sample Inspection 382ISO 9000:2008 383Benchmarking 385Six Sigma 386Quality Function Deployment 387JIT, TQM, and MRP 389Summary 390Key Terms 390Questions 390Problems 391Case Study: Accent Oak Furniture Company 393
Readings 397Index 401
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Juran's Quality HandbookJoseph M. Juran and Joseph A. Defeo
ISBN: 9780070618480Table of Contents
Contributors ix
Introduction to the Sixth Edition xi
Section 1 Key Concepts: What Leaders Need to Know About Quality
Chapter 1 Attaining Superior Results through Quality 3
Chapter 2 Quality's Impact on Society and the National Culture 41
Chapter 3 The Universal Methods to Manage for Quality 69
Chapter 4 Quality Planning: Designing Innovative Products and Services 83
Chapter 5 Quality Improvement: Creating Breakthroughs in Performance 137
Chapter 6 Quality Control: Assuring Repeatable and Compliant Processes 195
Chapter 7 Strategic Planning and Deployment: Moving from Good to Great 227
Chapter 8 Business Process Management: Creating an Adaptable Organization 255
Chapter 9 The Juran Transformation Model and Roadmap 279
Chapter 10 A Look Ahead: Eco-Quality for Environmental Sustainability 313
Section II Methods and Tools: What to Use to Attain Performance Excellence
Chapter 11 Lean Techniques: Improving Process Efficiency 327
Chapter 12 Six Sigma: Improving Process Effectiveness 355
Chapter 13 Root Cause Analysis to Maintain Performance 387
Chapter 14 Continuous Innovation Using Design for Six Sigma 407
Chapter 15 Benchmarking: Defining Best Practices for Market Leadership 439
Chapter 16 Using International Standards to Ensure Organization Compliance 467
Chapter 17 Using National Awards for Excellence to Drive and Monitor Performance 491
Chapter 18 Core Tools to Design, Control, and Improve Performance 541
Chapter 19 Accurate and Reliable Measurement Systems and Advanced Tools 583
Section III Applications: Most Important Methods in Your Industry
Chapter 20 Product-Based Organizations: Delivering Quality While Being Lean and Green 675
Chapter 21 Service-Based Organizations: Customer Service at Its Best 703
Chapter 22 Self-Service Based Organizations: Assuring Quality in a Nanosecond 713
Chapter 23 Health Care-Based Organizations: Improving Quality of Care and Performance 757
Chapter 24 Continuous Process-Based Organizations: Quality Is a Continuous Operation 789
Chapter 25 Defense-Based Organizations: Assuring No Doubt About Performance 833
Section IV Key Functions: Your Role in Performance Excellence
Chapter 26 Empowering the Workforce to Tackle the "Useful Many" Processes 847
Chapter 27 The Quality Office: Leading the Way Forward 867
Chapter 28 Research & Development: More Innovation, Scarce Resources 891
Chapter 29 Software and Systems Development: From Waterfall to AGILE 951
Chapter 31 Role of the Board of Directors: Effective and Efficient Governance 1003
Appendix I. The Non-Pareto Principle, Mea Culpa 1021
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Appendix II. Sample Competency Matrices and Job Profiles 1025
Glossary of Acronyms 1037
Glossary of Terms 1047
Name Index 1061
Subject Index 1067
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Lean Production SimplifiedPascal Dennis
ISBN: 9781563273568Table of Contents
Foreword viiIntroduction to the 2nd Edition ixPreface xiCHAPTER 1 The Birth of Lean Production 1
Craft Production 1Mass Production 1The Growing Dysfunction 5The Birth of Lean Production 6The Historic Bargain 7A Vitrue of Necessity 9Completing the Lean Revolution at Toyota 10Summary 11
CHAPTER 2 The Lean Production System 13Why Lean Production? 13Systems and Systems Thinking 15Basic Image of Lean Production 18Customer Focus 19Muda 20Summary 25
CHAPTER 3 Stability 29Standards in the Lean System 29The 5S System 32Total Productive Maintenance 39Summary 46
CHAPTER 4 Standardized Work 49Methods Engineering versus Lean Thinking 49What Do We Have to Manage? 50Why Standardized Work? 51The Elements of Standardized Work 53Charts Used to Define Standardized Work 55Manpower Reduction 59Overall Efficiency versus Individual Efficiency 60Standardized Work and Kaizen 60Common Layouts 63Summary 63
CHAPTER 5 Just-In-Time 67Why JIT? 67Basic Principles of JIT 69The JIT System 73Kanban 74The Six Kanban Rules 79Expanded Role of Conveyance 80Production Leveling 83The Types of Pull Systems 86Value Stream Mapping 87
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Summary 91
CHAPTER 6 Jidoka 95Development of the Jidoka Concept 95Why Jidoka? 96Poka-yoke 98Inspection System and Zone Control 98Using Poke-yokes 100Implementing Jidoka 104Summary 106
CHAPTER 7 Invovlement–The Wind That Fills the Sail 107Why Involvement? 107The Terrible Waste of Humanity 109Activities Supporting Involvement 109Kaizen Circle Activity 110Practical Kaizen Training 113Key Factors for PKT Success 114Suggestion Programs 115Summary 119
CHAPTER 8 Hoshin Planning 121What is Planning? 121Why Plan? 123Problems with Planning 123Hoshin Planning 124Hoshin Planning System 127The Four Phases of Hoshin Planning 137Summary 142
CHAPTER 9 The Culture of Lean Production 145What Is Lean Culture? 146How Does Lean Culture Feel? 155Summary 156
How ERP Connects the Functional Units 19Finance 20Manufacturing and Logistics 21Sales and Marketing 21Human Resources 21Customized Software 22Data Integration 22
How Manufacturing Planning and Control (MPC) Fits within ERP 23Simplified Example 23Supply Chain Planning with mySAP SCM 24Supply Chain Execution with mySAP SCM 25Supply Chain Collaboration with mySAP SCM 26Supply Chain Coordination with mySAP SCM 27
Performance Metrics to Evaluate Integrated System Effectiveness 27The "Functional Silo" Approach 28Integrated Supply Chain Metrics 29Calculating the Cash-to-Cash Time 32
What Is the Experience with ERP? 34Eli Lilly and Company-Operational Standards for Manufacturing Excellence 34
CHAPTER 3 Demand Management 45Demand Management in MPC Systems 46Demand Management and the MPC Environment 48
The Make-to-Stock (MTS) Environment 49The Assemble-to-Order (ATO) Environment 50
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The Make (Engineer )-to-Order (MTO) Environment 52Communicating with Other MPC Modules and Customers 53
Sales and Operations Planning 53Master Production Scheduling 54Dealing with Customers on a Day-to-Day Basis 55
Information Use in Demand Management 56Make-to-Knowledge 57Data Capture and Monitoring 58Customer Relationship Management 58Outbound Product Flow 59
Managing Demand 59Organizing for Demand Management 60Monitoring the Demand Management Systems 61Balancing Supply and Demand 62
Collaborative Planning, Forecasting, and Replenishment (CPFR) 62Nine-Step CPFR Process Model. 63Steps 1 and 2 of the CPFR Model 64Steps 3 through 9 in the CPFR Model 68
CHAPTER 4 Forecasting 75Providing Appropriate Forecast Information 75
Forecastingfor Strategic Business Planning 77Forecasting for Sales and Operations Planning 77Forecasting for Master Production Scheduling and Control 78
Regression Analysis and Cyclic Decomposition Techniques 79Example 80Decomposition of a Time Series 83Additive Seasonal Variation 84Multiplicative Seasonal Variation 84Seasonal Factor (or Index) 85Example 85Example 86Decomposition Using Least Squares Regression 87Error Range 90
Short - Term Forecasting Techniques 91Moving-Average Forecasting 92Exponential Smoothing Forecasting 94Evaluating Forecasts 96
Using the Forecasts 99Considerations for Aggregating Forecasts 99Pyramid Forecasting 101Incorporating External Information 103
Concluding Principles 104APICS/CPIM Certification Questions 105Case Study: Forecasting at Ross Products 111
CHAPTER 5 Sales and Operations Planning 115Sales and Operations Planning in the Firm 115
Sales and Operations Planning Fundamentals 116Sales and Operations Planning and Management 117Operations Planning and MPC Systems 119Payoffs 121
The Sales and Operations Planning Process 122The Monthly Sales and Operations Planning Process 122Sales and Operations Planning Displays 125
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The Basic Trade-Offs 129Economic Evaluation of Alternative Plans 133
The New Management Obligations 136Top Management Role 136Functional Roles 137Integrating Strategic Planning 141Controlling the Operations Plan 142
Linear Programming (LP) 162Mixed Integer Programming 163
Company Example: Lawn King Inc. 166Company Background 166Deciding on a Planning Model 167The Linear Programming Model 168Developing the Planning Parameters 169Solving the Linear Programming Model and Understanding the Results 173Sales and Operations Planning Issues 175Using Microsoft Excel Solver 176
CHAPTER 7 Master Production Scheduling 183The Master Production Scheduling (MPS) Activity 183
The MPS Is a Statement of Future Output 184The Business Environment for the MPS 185Linkages to Other Company Activities 187
Master Production Scheduling Techniques 189The Time-Phased Record 189Rolling through Time 190Order Promising and Available-to-Promise (ATP) 192
Planning in an Assemble-to-Order Environment 196Managing Using a Two-Level MPS 199Master Production Schedule Stability 202
Freezing and Time Fencing 203Managing the MPS 204
The Overstated MPS 204Concluding Principles 205APICS/CPIM Certification Questions 205Case Study: Customer Order Promising at Kirk Motors Ltd. . 209Case Study: Hill-Rorn's Use of Planning Bills of Materials 211
CHAPTER 8 Material Requirements Planning 215Material Requirements Planning in Manufacturing
Planning and Control 215Record Processing 217
The Basic MRP Record 217Linking the MRP Records 227
Technical Issues 229Processing Frequency 230Bucketless Systems 231
Case Study: Delta Manufacturing Company's Integrated Sales and Operations Planning Process
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Lot Sizing 231Safety Stock and Safety Lead Time 232Low-Level Coding 233Pegging 234Firm Planned Orders 234Service Parts 235Planning Horizon 235Scheduled Receipts versus Planned Order Releases 235
Using the MRP System 236The MRP Planner 236Exception Codes 238Bottom-up Replanning 239An MRP System Output 241
System Dynamics 241Transactions during a Period 243Rescheduling 244Complex Transaction Processing 244Procedural Inadequacies 246
CHAPTER 9 Advanced MRP 253Determining Manufacturing Order Quantities 253
Economic Order Quantities (EOQ) 255Periodic Order Quantities (POQ) 256Part Period Balancing (PPB) 257Wagner- Whitin Algorithm 258Simulation Experiments 259
Buffering Concepts 260Categories of Uncertainty 260Safety Stock and Safety Lead Time 262Safety Stock and Safety Lead Time Performance Comparisons 263Scrap Allowances 265Other Buffering Mechanisms 266
Nervousness 266Sources of MRP System Nervousness 267Reducing MRP System Nervousness 267
CHAPTER 10 Capacity Planning and Management 275The Role of Capacity Planning in MPC Systems 276
Hierarchy of Capacity Planning Decisions 276Links to Other MPC System Modules 277
Capacity Planning and Control Techniques 279Capacity Planning Using Overall Factors (CPOF) 279Capacity Bills 281Resource Profiles 283Capacity Requirements Planning (CRP) 286
Scheduling Capacity and Materials Simultaneously 288Finite Capacity Scheduling 289Finite Scheduling with Product Structures: Using APS Systems 291
Management and Capacity Planning/Utilization 295Capacity Monitoring with Input/Output Control 295Managing Bottleneck Capacity 298Capacity Planning in the MPC System 299Choosing the Measure of Capacity 300
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Choice of a Specific Technique 302Using the Capacity Plan 303
Concluding Principles 304APICS/CPIM Certification Questions 304Case Study: Capacity Planning at Montell USA Inc 311Case Study: Capacity Planning at Applicon 313Case Study: Capacity Planning with APS at a Consumer Products Company 315
CHAPTER 11 Production Activity Control 317A Framework for Production Activity Control 317
MPC System Linkages 318The Linkages between MRP and PAC 319Just-in- Time Effect on PAC 319The Company Environment 320
Production Activity Control Techniques 321Basic Shop-Floor Control Concepts 321Lead- Time Management 324Gantt Charts 325Priority Sequencing Rules 325Theory of Constraints (TOC) Systems 327Vendor Scheduling and Follow-up 339The Internet and Vendor Scheduling 340
Concluding Principles 341APICS/CPIM Certification Questions 341Case Study: Theory of Constraints (TOC) Scheduling at TOSOH 344
CHAPTER 12 Advanced Scheduling 349Basic Scheduling Research 349
The One-Machine Case 350The Two-Machine Case 351Dispatching Approaches 352Sequencing Rules 352
Advanced Procedures 355Due Date-Setting Procedures 355Dynamic Due Dates 358Labor-Limited Systems 360Group Scheduling and Transfer Batches 362
CHAPTER 14 Distribution Requirements Planning 403Distribution Requirements Planning in the Supply Chain 403
DRP and the MPC System Linkages 404DRP and the Marketplace 406DRP and Demand Management 407DRP and Master Production Scheduling 409
DRP Techniques 409The Basic DRP Record 410Time-Phased Order Point (TPOP) 412Linking Several Warehouse Records 413Managing Day- to- Day Variations from Plan 416Safety Stock in DRP 419
Management Issues with DRP 422Data Integrity and Completeness 422Organizational Support 423Problem Solving 425
CHAPTER 16 Order Point Inventory Control Methods 469Basic Concepts 470
Independent- versus Dependent-Demand Items 470Functions of Inventory 471
Management Issues 472Routine Inventory Decisions 472Determining Inventory System Performance 473Implementing Changes in Managing Inventory 474
Inventory-Related Costs 474Order Preparation Costs 475Inventory Carrying Costs 475Shortage and Customer Service Costs 476Incremental Inventory Costs 476An Example Cost Trade-Off 477
Economic Order Quantity Model. 478Determining the EOQ 479
Order Timing Decisions 481Using Safety Stock for Uncertainty 481The Introduction of Safety Stock 482Continuous Distributions 485Probability of Stocking Out Criterion 485Customer Service Criterion 487Time Period Correction Factor 489Forecast Error Distribution 490
CHAPTER 17 Strategy and MPC System Design 497MPC Design Options 497
Master Production Scheduling Options 498Detailed Material Planning Options 500Shop- Floor System Options 501
Choosing the Options 503Market Requirements 504The Manufacturing Task 505Manufacturing Process Design 505MPC System Design 506
The Choices in Practice 511Moog Inc., Space Products Division 512Kawasaki U.S.A. 514Applicon 516
Integrating MRP and JIT 519The Need to Integrate 519Physical Changes That Support Integration 520Some Techniques for Integrating MRP and JIT 520
Extending MPC Integration to Customers and Suppliers 521Concluding Principles 522APICS/CPIM Certification Questions 522
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APPENDIX A Answers to APICS/CPIM Certification Questions 525
APPENDIX B Areas of the Standard Normal Distribution 529
INDEX 531
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Making Sustainability WorkMarc J. Epstein
ISBN: 9781576754863Table of Contents
List of cases, figures, and tables 8Foreword John Elkington, SustainAbility 11Foreword Herman B. "Dutch" Leonard, Harvard Business School 13Preface 15
19
Why it's important? 21Managing corporate sustainability 23The Corporate Sustainability Model 25Background to this book 26Making sustainability work 29And finally 32
CHAPTER 1 A new framework for implementing corporate sustainability 33What is sustainability? 36Identify your stakeholders 41Be accountable 43Corporate Sustainability Model 45Summary 57
CHAPTER 2 Leadership and strategy for corporate sustainability 58Board commitment to sustainability 59CEO commitment to sustainability 60Leadership and global climate change 62Developing a corporate sustainability strategy 64Thinking globally 67The role of corporate mission statement 71Voluntary standards and codes of conduct 73Working with government regulations 79Social investors and sustainability indices 81Summary 84
CHAPTER 3 Organizing for Sustainability 85The challenge for global corporations 85Involve the whole organization 90Information flow and a seat of the table 93Outsourcing 95Philanthropy and collaboration wit NGOs 97Summary 102
CHAPTER 4 Costing, capital investments, and the integration of social risk 103The capital investment decision process 103Capital budgeting in medium and small enterprises 107Costs in the decision-making process 108Costing systems 110Risk assessment 113Summary 123
Introduction: Improving social and financial performance in global corporations
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CHAPTER 5 Performance evaluation and reward systems 125Performance evaluation systems 126Incentives and rewards 132Strategic performance measurement systems 137Shareholder value analysis 140Summary 142
CHAPTER 6 143
The concept of value 145Methodologies for measuring social and environmental impacts 148Methodologies for measuring social and environmental risks 156Summary 162
CHAPTER 7 163
Mapping the actions that drive performance 164Sustainability performance metrics 166Engage with your stakeholders 178Measuring reputation 180Measuring risk 183Measuring social and environmental impacts 190Summary 196
CHAPTER 8 198
Organizational learning: the new battleground? 199Improving sustainability performance 203Reducing social and environmental impact 208Involve the supply chain 213Internal reporting 217Summary 222
CHAPTER 9 External sustainability reporting and verification 223Global Reporting Initiative 224Let everyone know how you're doing 226External disclosure of sustainability measures 232Verifying sustainability performance and reporting 236Internal sustainability audits 237External sustainability audits 240Summary 247
CHAPTER 10 The benefits of sustainability for corporations and society 249Making sustainability work 250Use the Corporate Sustainability Model to improve performance 255Create opportunities for innovation 257A last word 260
Endnotes 262Bibliography 270Index 282
The foundations for measuring social, environmental, and economic impacts
Implementing a social, environmental, and economic impact measurement system
Improving corporate processes, products, and projects for corporate sustainability
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Project ManagementHarold Kerzner
ISBN: 9780470278703Table of Contents
Preface xvi
CHAPTER 1 OVERVIEW 1
1.0 Introduction 1
1.1 Understanding Project Management 2
1.2 Defining Project Success 7
1.3 The Project Manager-Line Manager Interface 8
1.4 Defining the Project Manager’s Role 12
1.5 Defining the Functional Manager’s Role 14
1.6 Defining the Functional Employee’s Role 17
1.7 Defining the Executive’s Role 17
1.8 Working with Executives 18
1.9 The Project Manager as the Planning Agent 19
1.10 Project Champions 20
1.11 The Downside of Project Management 21
1.12 Project-Driven versus Non-Project-Driven Organizations 22
1.13 Marketing in the Project-Driven Organization 24
1.14 Classification of Projects 26
1.15 Location of the Project Manager 27
1.16 Differing Views of Project Management 29
1.17 Concurrent Engineering: A Project Management Approach 30
1.18 Studying Tips for the PMI® Project Management Certification Exam 30
Problems 33
Case Study
Williams Machine Tool Company 35
CHAPTER 2 PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS 37
2.0 Introduction 37
2.1 General Systems Management 38
2.2 Project Management: 1945-1960 38
2.3 Project Management: 1960-1985 39
2.4 Project Management: 1985-2009 45
2.5 Resistance to Change 50
2.6 Systems, Programs, and Projects: A Definition 54
2.7 Product versus Project Management: A Definition 57
2.8 Maturity and Excellence: A Definition 58
2.9 Informal Project Management: A Definition 59
2.10 The Many Faces of Success 60
2.11 The Many Faces of Failure 63
2.12 The Stage-Gate Process 66
2.13 Project Life Cycles 68
2.14 Gate Review Meetings (Project Closure) 74
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2.15 Project Management Methodologies: A Definition 74
2.16 Organizational Change Management and Corporate Cultures 76
2.17 Project Management Intellectual Property 81
2.18 Systems Thinking 82
2.19 Studying Tips for the PMI® Project Management Certification Exam 85
19.14 Studying Tips for the PMI® Project Management Certification Exam 868
CHAPTER 20 QUALITY MANAGEMENT 873
20.0 Introduction 874
20.1 Definition of Quality 875
20.2 The Quality Movement 877
20.3 Comparison of the Quality Pioneers 880
20.4 The Taguchi Approach 881
20.5 The Malcolm Baldrige National Quality Award 884
20.6 ISO 9000 885
20.7 Quality Management Concepts 887
20.8 The Cost of Quality 890
20.9 The Seven Quality Control Tools 893
20.10 Process Capability (CP) 910
20.11 Acceptance Sampling 912
20.12 Implementing six sigma 912
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APICS Strategic Management of Resources References Sourcebook
ISBN: 9780558374648Table of Contents
Part I
Chapter I – 1 Operations and Processes
Chapter I – 2 Operations Strategy
Chapter I – 3 Supply Network Design
Chapter I – 4 Process Design 1 – Positioning
Chapter I – 5 Process Design 2 – Analysis
Chapter I – 6 Product and Services Design Processes
Chapter I – 7 Supply Chain Management
Chapter I – 8 Capacity Management
Chapter I – 9 Inventory Management
Chapter I – 10 Resource Planning and Control
Chapter I – 11 Lean Synchronization
Chapter I – 12 Quality Management
Chapter I – 13 Improvement
Chapter I – 14 Risk and Resilience
Chapter I – 15 Project Management
Part II
Strategic Management of Resources Committee of the APICS Curricula and Certification Committee
All chapters are taken from Slack, N., Chambers, S., Johnston, R. and A. Betts, Operations and Process Management, 2nd edition, Prentice Hall, 2008 (please note, the number after “Chapter I” refers to the chapter number in Operations and Process Management)
All chapters are taken from Charles T. and Harrison, Walter T., Financial & Managerial Accounting, 2nd edition, Prentice Hall, 2008 (please note, the number after “Chapter II” refers to the chapter number in Financial & Managerial Accounting)
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APICS Strategic Management of Resources References Sourcebook
ISBN: 9780558374648Table of Contents
3
35
67
107
137
181
211
247
279
311
349
385
425
465
497
Strategic Management of Resources Committee of the APICS Curricula and Certification
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The Lean ToolboxJohn Bicheno and Matthias Holweg
ISBN: 9780954124458Table of Contents
Chapter 1 THE FOURTH EDITION OF THE LEAN TOOLBOX 1 1.1 Going Back 1 1.2 Lean, Sustainability and Change 2 1.3 Lean Evolution 2
Chapter 2 PHILOSOPHY 4 2.1 Lean Seeks the 'Ideal Way' 4 2.2 Lean is not tools - or even a set of integrated tools! 4 2.3 Muda, Muri, and Mura 5 2.4 A Formula for 'Lean' 7 2.5 Lean is 'System' 8 2.6 Lean is Continuous Learning 9 2.7 Lean is both Revolution and Evolution 10 2.8 Lean is 'Distributed Decisions' 10 2.9 Two Analogies and the 'F's: The Orchestra and Fitness 10 2.10 The Five Lean Principles 12 2.11 The 25 Characteristics of Lean 13 2.12 The Toyota Way 16 2.13 The Lean Enterprise House 17
Chapter 3 VALUE AND WASTE 18
3.1 Value 18 3.2 Value and TRIZ 19 3.3 Muda and the 7 Wastes 20 3.4 'Type 1' and 'Type 2' Muda, Elimination and Prevention 20 3.5 Value Added, Non Value Added (Necessary and Avoidable) 21 3.6 Ohno's 7 Wastes 21 3.7 The New Wastes 24 3.8 Gemba and 'Learning to See' 27 3.9 Time-Based Competition 28
Chapter 4 LEAN TRANSFORMATION FRAMEWORKS 32 4.1 The House of Lean 32 4.2 The Flow Framework 32 4.3 The Hierarchical Transformation Framework 36 4.4 General Approaches to Lean Implementation 43 4.5 The Failure Modes of Lean Implementations 44 4.6 The Wiremold Case 48 4.7 A Warning on Lean Improvement 48
Chapter 5 STRATEGY, PLANNING, DEPLOYMENT 49 5.1 Operations Strategy 49 5.2 Tying in Operations Strategy With Lean 50 5.3 Understanding the Process: the Product-Process Matrix 50 5.4 Understanding the Customer 51 5.5 Value Stream Economics: What to Make Where 56 5.6 The Essential Paretos 58 5.7 Formulating an Operations Strategy 61 5.8 Policy Deployment / Hoshin Kanri 63
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Chapter 6 PREPARING FOR FLOW 68 6.1 Demand Management 68 6.2 Total Productive Maintenance (TPM) 70 6.3 Takt Time and Pitch Time 76 6.4 Activity Timing and Work Elements 77 6.5 SS 78 6.6 Visual Management 82 6.7 Standard Work, Standard Operating Procedures, and Job Breakdown Analysis 84 6.8 Changeover Reduction (SMED) 89 6.9 Small Machines, Avoiding Monuments and Thinking Small 92
Chapter 7 MAPPING, ASSESSMENTS AND ANALYSIS 94 7.1 The Value Stream Implementation Cycle 94 7.2 Stages of Mapping 96 7.3 Mapping and Implementation 99 7.4 Types of Mapping 101 7.5 Lean Assessments and Principles 117
Chapter 8 LAYOUT AND CELL DESIGN 121 8.1 Layout, Cell and Line Design, Lean Plant Layout 121 8.2 Major Types of Layout: the Product Process Matrix 121 8.3 General Layout: Good and Not so Good at the Factory Level 122 8.4 Material Handing: Good and Not so Good at the Factory Level 123 8.5 Cells 123 8.6 Cell Balancing 128 8.7 Chaku-Chaku Cell or Line 133 8.8 Virtual Cells 133 8.9 Moving Lines and Pulse Lines 134 8.10 Ergonomics 135
Chapter 9 SCHEDULING 137 9.1 The Level Schedule 138 9.2 Constructing a Lean Scheduling System: Eight Building Blocks 139 9.3 The Eleven Scheduling Concepts 142
Chapter 10 THEORY OF CONSTRAINTS AND FACTORY PHYSICS 163
10.1 A Drum Buffer Rope Illustration 163 10.2 Dependent Events and Statistical Fluctuations 164 10.3 Constraints, Bottlenecks and Non-Bottleneck Resources: the Synchronous Rules 165 10.4 The Laws of Factory Physics 166 10.5 Conflicts Between Lean Thinking and MRP Thinking? 167 10.6 The Theory of Constraints Improvement Cycle 169
Chapter 11 QUALITY 171
11.1 A Framework for Lean Quality 171 11.2 Complexity 172 11.3 Variation 173 11.4 Mistakes 173 11.5 Six Sigma 174 11.6 How to Calculate the Sigma Level of a Process 176 11.7 Integrating Lean and Six Sigma 177 11.8 Mistake-Proofing (Pokayoke) 179
Chapter 12 IMPROVEMENT 182 12.1 Improvement Cycles: PDCA, DMAIC, 8D, IDEA, and TWI 182 12.2 'Five Whys', Root Causes and Six Honest Serving Men 185
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12.3 Organising for Improvement 186 12.4 Continuous Improvement Approaches 189 12.5 Kaizen 192 12.6 Mess Management 199 12.7 A3 Problem Solving and Reports 199 12.8 Communications Board 201
Chapter 13 MANAGING CHANGE 203 13.1 People and Change in Lean 203 13.2 What is the 'Social System'? 203 13.3 Models for Change Management 204 13.4 Creating the Lean Culture 210 13.5 Training within Industry (TWI) 212 13.6 The Adoption Curve and Key People 215
Chapter 15 NEW PRODUCT DEVELOPMENT AND INTRODUCTION 224 15.1 Four Objectives and Six Trade-offs 225 15.2 Wastes in New Product Development 226 15.3 Toyota's Approach to Product Development 227 15.4 Cost 230 15.5 Speed and Levelling: Critical Chain & Lean Project Management 237 15.6 Quality 238 15.7 Additional Tools for Lean Product Development 244
Chapter 16 CREATING THE LEAN SUPPLY CHAIN 247 16.1 What is Supply Chain Management? 247 16.2 Dynamic Distortions 249 16.3 Managing Supplier Relations 252 16.4 Supply Chain Collaboration 257 16.5 Lean Logistics 259 16.6 Order Fulfilment and Product Customisation 260 16.7 Creating High-Performance Supply Chains 264
Chapter 17 ACCOUNTING AND MEASUREMENT 265 17.1 Lean Accounting 265 17.2 Performance Measures 269 17.3 The Basic Lean Measures 272 17.4 Target Costing, Kaizen Costing and Cost Down 275
Chapter 18 LEAN - HOW IT ALL CAME ABOUT 278
18.1 Lean before Toyota 278 18.2 Toyota: the Birthplace of Lean 279 18.3 Why do we call it 'Lean'? 280
Chapter 19 FURTHER RESOURCES - WHERE TO GET HELP 283 19.1 Companion Volumes 283 19.2 Research Centres, Research Programmes and Web Resources 283 19.3 Articles, Books and Videos 283 19.4 Certification 284