Suchergebnisse

"The new edition of this Shingo Prize-winning bestseller explains how to implement a Lean transformation that works by developing a culture that builds success from the top down and the bottom up at the same time. This edition provides expanded coverage of executive responsibilities, 20 new case studies, and new examples from the healthcare and process industries. A must-read for any leader undergoing or considering a Lean transformation, this edition also includes expanded coverage of Lean management applications in complex cross functional value stream process improvement projects"--

Book Reviews James Lull: Inside family viewing: ethnographic research on television's audiences reviewed by Martin Mcloone Josephine Langham: Teachers and television - a history of the IBA 's educational fellowship scheme reviewed by Brian O'Neill Mary E. Brown: Television and women's culture: the politics of the popular reviewed by Patsy Murphy Jean Baudrillard:Cool memories. Translated by Chris Turner, reviewed by Richard Kearney

PART I. INTEGRATING SUPPLY CHAIN MANAGEMENT. What is a supply chain? -- What is supply chain management (SCM)? -- What are the tools of supply chain management (SCM)? -- What are the measures of a successful supply chain management? -- What does it take to create a world-class supply chain environment? -- PART II. DEVELOPING A LEAN ENVIRONMENT. What is lean? -- What are the acceptance tools of lean management? -- What are the technical tools of lean management? -- What are the measures of lean success? -- PART III. CREATING A LEAN SUPPLY CHAIN MANAGEMENT ENVIRONMENT. How to create an integrated world-class lean SCM environment -- Summary and conclusions

Sets out an alternative approach to designing and managing a logistics system, which is called here lean logistics. Draws on research which has sought to extend the production system logic pioneered by Toyota beyond the factory gate and into industries other than automobiles. Starts by outlining the dilemma facing managers trying to implement new business practices and then proposes an alternative way of rethinking the logic of value creation, before illustrating how this works in a complete logistics system. Central to this new logic is a detailed understanding of the waste or inefficiencies that lie in existing systems. Such an understanding is required so that radical or incremental improvements can then be made in the development of a lean logistics system. Presents a framework to do just this called value stream mapping. Illustrates the approach with an example from the distribution industry. Also raises a number of key questions for the academic community in terms of future research and applications within the broad area of lean logistics.