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"This practical guide explains how to implement a strategic performance model and select and integrate appropriate metrics to acheive desired goals." -- from back cover

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

Takes the development of a new optimization process for production scheduling and develops it into a systematic‐mathematical algorithm. Tests this algorithm against a simulated production environment and compares the generated schedules against those generated by EOQ, MRP, JIT, and OPT. The result is that bottleneck allocation methodology (BAM), with its critical resource based capacity scheduling out‐performs these other models in an intermittent demand discrete manufacturing environment.

Se ha desarrollado una herramienta de simulación que permite la comparación de las tres filosofías de la planificación de producción más populares: MRP, JIT y TOC. Se establece una pequeña planta de producción y cada uno de estos procesos de producción se demuestra en el aula o en seminarios. A través de esta herramienta, los estudiantes pueden ver las ventajas y desventajas de cada medio de planificación de la producción.

"The organizational principles of Shigeo Shingo have been the foundation of an international revolution towards enterprise excellence. His efforts with the Toyota Production System transformed productivity, quality, and customer focus. This book introduces the 10 foundational principles behind the Shingo Model (as curated by the Shingo Institute) and teaches how these principles can influence enterprise excellence in organizations. The Shingo Model is not an additional program or another initiative to implement; rather, it introduces Shingo Guiding Principles on which to anchor your current initiatives and to fill the gaps in your efforts towards ideal results and enterprise excellence."--Provided by publisher.

"Whether it'. because of a lack of understanding. poor planning, or a myriad of other things, 50 to 60 percent of the IT effort in most companies can be considered waste. Explaining how to introduce Lean principles to your IT functions to reduce and even eliminate this waste, Lean Management Principles for Information Technology provides the tools and understanding to make better decisions, increase efficiencies, and make IT a major force in delivering sustainable improvements to your supply chain. The proven Toyota Production System principles described in this book have already helped many IT organizations double and triple their output. It introduces some of the most powerful Lean tools and techniques--including Six Sigma, value stream mapping, and spaghetti charting--and provides a methodology for implementing them to reduce waste in your IT environment. Discussing information production processes, IT systems, and change management through the lens of Lean principles, the book: Provides step-by-step guidance through the processes of implementing Lean principles in your IT supply chain management system Illustrates successful implementation across a range of industries and countries Examines how to use Lean methods to achieve ongoing improvement in IT personnelExplains how to implement Lean in the supply chain, while reducing IT cycle time and costsThe text reviews the major management challenges facing IT and illustrates solutions with stories, examples, and case studies of how Lean IT has led to unprecedented improvements in the private and government sectors. Demonstrating how to structure the components of your IT system in accordance with Lean, the book details the measures required to achieve and sustain a world-class Lean IT supply chain management system. "--Provided by publisher.

Acknowledgements -- Preface -- Introduction -- Segmentation -- What is segmentation and how does it work? -- The supply chain -- Performance measures -- Analytics and SCS -- Segmentation applied -- An example of SCS : the analysis process -- An example of SCS : the build process -- SCS execution -- SCS in your organization -- SCS key concepts -- Segmentation effects -- Change management -- Scs is wonderful -- About the author -- Index

We live in a world where we try to solve similar problems in structurally the same way. But they simply are not optimally solved all the same. Supply Chain Optimization through Segmentation and Analytics addresses the issue of optimizing the planning and scheduling process and asks the question; ""Is there a 'one size fits all' solution for planning and scheduling?"" The answer is a resounding ""No!"" We migrated through EOQ, MRP, JIT, and TOC, each time hoping to find that one size fits all. Each of these systems looked at the facility as if it had one focused problem, either.

"This book discusses information production processes, information technology (IT) systems, and change management through the lens of Lean principles; how to integrate Lean tools together with information production and IT systems to form an integrated, world-class learning environment; Lean tools and techniques like Lean management, Six Sigma, cycle time, value stream mapping, spaghetti charting, value-added vs. non-value-added activities, and bottlenecks; information technology (IT) tools and environments; and how to integrate Lean tools together with IT environments to form an integrated, world-class IT organization. This book is broken into three sections: Section I discusses the need for IT to become "Leaner", how we are data rich but information starved, and what lessons Lean teaches us about improving the information we work with. The section goes on to give an overview of change management and how it works. Section II delves into the details of how Lean can be utilized to eliminate waste in IT. It discusses the cultural acceptance tools that are required to build acceptance for Lean in IT, the technical tools that are available to generate the desired improvements, how these technical tools are used to identify non-value-added opportunities for improvement, the improvement process, and the operational details behind running a Lean event. This section also explores the process of developing meaningful information metrics. Section III recommends a methodology for assessing an organization's IT maturity. This section focuses on the next generation of Lean and its application to IT, and it ends by discussing how Lean can drive the success of IT environments of the future. The objective is to create world-class information processing organizations"--

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Preface -- Acknowledgments -- Foreword -- About the Authors -- 1. Review of CI Program Challenges -- Reasons for CI Failure -- Implementing a Tool-Oriented Approach -- Focus on Performance -- Lack of Motivation -- Poor Communication -- Inexperienced Manager -- Inexperienced Team Members -- Inadequate Infrastructure -- Contextual Reasons -- Focus on Short-Term Results -- Previous Attempts at Continuous Improvement -- Change Management -- Summary -- 2. Introduction to Desired Behaviors -- Organization's Core Behaviors -- Why Define Core Behaviors? -- The Ideal Core Behaviors -- Ideal Results Require Ideal Behaviors -- KPIs and KBIs -- Habit Formation -- Purpose and System Drive Behavior -- Designing a System -- Internal and External Relationships for a Well-Designed System -- Structures and Hierarchies -- Defining a Purpose for the System -- Integrating Behaviors into Systems -- Step 1: Identify Critical Business Systems -- Step 2: Prioritize Which System(s) Need to Be Addressed First -- Step 3: Agree on a Purpose Statement for Priority Systems -- Step 4: Agree on a High-Level System Map -- Step 5: Agree on KPIs and Targets for Each System -- Step 6: Use Value Stream Mapping (VSM) If Applicable -- Step 7: Use the Behavioral Deployment Process -- Step 8: Get Feedback -- Step 9: Refine the System -- Principles Inform Ideal Behavior -- Cultural Enablers -- Respect Every Individual -- Lead with Humility -- Continuous Improvement -- Focus on Process -- Embrace Scientific Thinking -- Pull and Flow Value -- Assure Quality at the Source -- Seek Perfection -- Enterprise Alignment -- Create Value for the Customer -- Create Constancy of Purpose -- Think Systemically -- Risk-Taking Mindset and Behavior -- Anatomy of Key Indicators (KPIs, KBIs, and KAIs) -- Summary -- 3. Change Management.