Production and quality control management Books

Book SynopsisVisual Workplace/Visual Thinking (VWVT) was written by the acknowledged leading expert in workplace visuality. While other books touch upon visual workplace tools and practices, no other author has addressed the topic with the clarity and depth presented here. This is a seminal book, considered by many the definition of the field itself. First published by a small, independent press in 2005, the book won the prestigious Shingo Research Prize in the same year. It was then and remains the only book of its kind that describes the conceptual and practical foundation for workplace visuality, derived from dozens of hands-on implementations in some of the worldâs best or most challenging companies. Written not by an academic, but by a hands-on practitioner who has worked for three decades with companies in various phases of visual transformation, the work carries the reader from the usual starting point of 5S through to the full power of the visual-lean alliance. The bookâs 11 chapters are in four sections. The first defines the visual workplace in relation to operational excellence, along with the eight building blocks of visual thinking. The next section, which targets the cultural conversion, is unexpectedly thrilling as it describes the genuine transformation of both company and employee which is at the heart of every visual conversion. Section 3 maps the logic and sequence of Dr. Galsworthâs 10-Doorway template as you learn about the visual side of 5S, visual standards, visual scheduling, visual material control, visual metrics, visual problem-solving, visual leadership as well as the visual machine and visual-lean office. The final section of VTVW places visual management within the visual continuum, shows you how to use the ten doorways to assess your own company, and concludes with a discussion of the visual-lean alliance, illustrated through a conversion case study.With over 25 full-color albums of visual solutions, 50+ graphs and charts, a detailed table of contents and in-depth Index, this 277-page book positions the technologies of the visual workplace as a premier improvement strategy on every companyâs journey to operational excellence. Trade Review"Galsworth is the world’s foremost authority on visual management. Her book raises the stature of visuality, hardens soft notions about it, and embeds it in structure and theory that—until now—have been missing." Richard J. Schonberger, Ph.D. Author, World Class Manufacturing"Dr. Galsworth continues to produce work in perfect harmony with The Shingo Prize model, with visual concepts, tools, and methods that are essential as companies pursue operational excellence." Robert Miller, Former Executive Director, The Shingo Prize "I’ve been a student of management for 30 years, read countless management books and gone to innumerable conferences. I have never found a better, more powerful system of transformation than Galsworth’s. This comes through on every page of her books. She does that better than anybody." Brent Allen, VP/Operations, Lifetime Products Inc., Salt Lake City, Utah Table of ContentsSection One 1. The Visual Workplace and the Excellent Enterprise 2. The Building Blocks of Visual Thinking Section Two 3. Leadership and the Power Inversion4. The I-Driven CultureSection Three5. Visual Order: Visuality's Foundation6. Visual Standards and Visual Scheduling/Visual Displays 7. Visual Leadership: Metrics, Problem-Solving & Hoshin 8. VisualControls, Pull Systems, and Guarantees 9. Visual Machine®, Office & Macro Environment Section Four 10. Visual Management vs. Visual Workplace 11. Visual Thinking~Visual Transformation RESOURCES

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Book SynopsisWinner of a Shingo Research and Professional Publication AwardThe new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to successfully navigate the politics in cross-functional process improvement projects, and to engage executives in ways that are personally meaningful to them. If you are a leader at any level in an organization undergoing or considering a Lean transformation, this is where you should start and finish â and start again.Read the Reviews:This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable expeTrade Review"This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader."— Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group"David Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book."— Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University"This book has long been my ‘go-to’ guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools.."--- Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen"As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann’s case-based insights are an invaluable tool."— Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University"David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success."— Elizabeth M. King, Vice President Organizational Effectiveness, ESCO CorporationTable of ContentsThe Missing Link in Lean: The Management System. Lean Management System’s Principal Elements. Standard Work for Leaders. Visual Controls. Daily Accountability Process. Lean in Administrative, Technical, and Professional Work. Learning Lean Management: The Sensei and Gemba Walks. Being the Sensei: Engaging Your Executives in the Lean Initiative. Leading a Lean Operation. Solving Problems and Improving Processes—Rapidly. People—Predictable Interruption, Source of Ideas. Sustain What You Implement.

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Book SynopsisTable of Contents PART I: INTRODUCTION TO OPERATIONS MANAGEMENT 1. Operations and Productivity 2. Operations Strategy in a Global Environment 3. Project Management 4. Forecasting PART II: DESIGNING OPERATIONS 5. Design of Goods and Services 6. Managing Quality 7. Process Strategies 8. Location Strategies 9. Layout Strategies 10. Human Resources, Job Design, and Work Measurement PART III: MANAGING OPERATIONS 11. Supply Chain Management 12. Inventory Management 13. Aggregate Planning and S&OP 14. Material Requirements Planning (MRP) and ERP 15. Short-Term Scheduling 16. Lean Operations 17. Maintenance and Reliability PART IV: BUSINESS ANALYTICS MODULES Module A: Decision-Making Tools Module B: Linear Programming Module C: Transportation Models Module D: Waiting-Line Models Module E: Learning Curves Module F: Simulation Module G: Applying Analytics to Big Data in Operations Management

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Book SynopsisJay Heizer, Professor Emeritus, the Jesse H. Jones Chair of Business Administration, Texas Lutheran University, Seguin, Texas. He received his BBA and MBA from the University of North Texas and his PhD in management and statistics from Arizona State University. He was previously a member of the faculty at the University of Memphis, the University of Oklahoma, Virginia Commonwealth University, and the University of Richmond. He has also held visiting positions at Boston University, George Mason University, the Czech Management Center, and the Otto-Von-Guericka University, Magdeburg. Dr. Heizer's industrial experience is extensive. He learned the practical side of operations management as a machinist apprentice at Foringer and Company, as a production planner for Westinghouse Airbrake, and at General Dynamics, where he worked in engineering administration. In addition, he has been actively involved in consulting in the OM and MIS areas for a variety of organizaTable of ContentsPART 1: INTRODUCTION TO OPERATIONS MANAGEMENT 1. Operations and Productivity 2. Operations Strategy in a Global Environment 3. Project Management 4. Forecasting PART 2: DESIGNING OPERATIONS 5. Design of Goods and Services Supplement 5: Sustainability in the Supply Chain 6. Managing Quality Supplement 6: Statistical Process Control 7. Process Strategies Supplement 7: Capacity and Constraint Management 8. Location Strategies 9. Layout Strategies 10. Human Resources, Job Design, and Work Measurement PART 3: MANAGING OPERATIONS 11. Supply Chain Management Supplement 11: Supply Chain Management Analytics 12. Inventory Management 13. Aggregate Planning and S&OP 14. Material Requirements Planning (MRP) and ERP 15. Short-Term Scheduling 16. Lean Operations 17. Maintenance and Reliability

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Book SynopsisProcurement can be your company's secret weapon for winning in turbulent times.In most companies, procurement is an unglamorous, unloved part of the business. A job in the procurement office? A fast track to nowhere. Sourcing and supplier management is strictly about costs, the thinking goes, and all that matters is playing hardball to get these as low as possible. No connection to innovation or strategy or creating positive value.Not so fast. As Boston Consulting Group thought leaders Christian Schuh, Wolfgang Schnellbächer, Alenka Triplat, and Daniel Weise explain in Profit from the Source, procurement should be regarded in a new light, because it has the potential to be a CEO's secret weapon in these fast-moving, disruptive times. The authors offer a wake-up call and a new strategic blueprint for leaders everywhere. With vivid stories and in-depth case studies, they illustrate that no other business function offers the same holistic view of a company—from suppliers who provide the organization with raw materials and components to consumers who buy the finished product. While it's true that a core task of any procurement function is to keep costs from spiraling out of control, the authors show how procurement can help businesses generate phenomenal value from five other sources of competitive advantage critical to success—innovation, quality, sustainability, speed, and risk reduction.Drawing on BCG research and the authors' firsthand experience working with some of the world's leading companies—in high tech, automotive, consumer goods, and many other industries—Profit from the Source provides proven strategies to drive new bottom-line, as well as top-line, growth for your company.Trade Review"…the authors amplify worthwhile insights into an urgent demand for action." — The Wall Street Journal"In addition to plenty of examples from real companies, the authors offer valuable advice like avoiding "procurement language" when speaking with the C-suite because of the impact it can have on agency and impact and emphasizing "profitable growth" over savings." — Buyers Meeting Point

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Book SynopsisPaul A. Myerson is a Professor of Practice in Supply Chain Management at Lehigh University and holds a B.S. in Business Logistics and an M.B.A. in Physical Distribution. Professor Myerson has an extensive background as a Supply Chain and Logistics professional, consultant, and teacher. Prior to joining the faculty at Lehigh, Professor Myerson has been a successful change catalyst for a variety of clients and organizations of all sizes, having over 30 years experience in Supply Chain and Logistics strategies, systems, and operations that have resulted in bottom-line improvements for companies such as General Electric, Unilever, and Church and Dwight (Arm & Hammer). Professor Myerson created and has marketed a Supply Chain Planning software tool for Windows to a variety of companies worldwide since 1998. He is the author of the books Lean Supply Chain & Logistics (McGraw-Hill, Copyright 2012) and Lean Wholesale and Retail (McGrawTrade Review"Paul Myerson's new book is a refreshing and a welcomed addition to the field, offering the reader a clear and easy-to-understand presentation of the key concepts and methods used in the field of supply chain management. His work is not only easy to understand but also comprehensive in coverage. "I highly recommend it to university professors who want to incorporate it in their undergraduate and graduate courses in supply chain management. I have become a real fan of Supply Chain and Logistics Management Made Easy. Certainly, nothing in life is easy, but Paul Myerson's new book has made the field more attractive and popular." -Richard A. Lancioni, Professor of Marketing and Supply Chain Management, Fox School of Business & Management, Temple University "Is it possible to take a discipline that involves millions of moving things, people, and processes and make it easy? Paul has taken the complex subject of supply chain and delivered a thorough and easy-to-understand review of all its elements. For the business student, the book provides a comprehensive view of the supply chain and serves as an effective introduction to the discipline and as an effective teaching tool. For the supply chain expert, this book is an excellent tool for reflection on all things supply chain. Each section brings back thoughts of the challenges the accomplished supply chain leader has faced. The book is an excellent resource for anyone in business who is looking to work in or currently works in supply chain management." -Gary MacNew, Regional Vice President, Supply Chain Optimizers "This is an excellent read for both students and professionals who are interested in gaining a better understanding of what supply chain and logistics is all about. It is an easy-to-understand handbook for anyone who has a need to better understand supply chain management or is responsible for helping their organization gain an advantage from their supply chain. Myerson's book should be on every manager's bookshelf for ready reference." -Robert J. Trent, Ph.D., Supply Chain Management Program Director, Lehigh University "Paul does a great job compacting supply chain management and logistics into one text. I wish I would have had this book when I was a logistics student 30+ years ago, but it's a great text and reference for me now, too. The SCM discipline is very wide and diverse now. This book captures all the elements. A complete professional reference. An easy read that teaches." -Andy Gillespie, Director, Global Logistics, Ansell "Practical, accessible, up-to-date, and covering today's best practices, Supply Chain and Logistics Management Made Easy is the ideal introduction to modern supply chain management for every manager, professional, and student." -Oliver Yao, Associate Professor, Lehigh UniversityTable of ContentsPart I: Supply Chain and Logistics Management: Overview 1 Chapter 1: Introduction 3 Supply Chain Defined 4 SCOR Model 5 An Integrated, Value-Added Supply Chain 7 The Value Chain 7 Leveraging the Supply Chain 8 Supply Chain Strategy for a Competitive Advantage 9 Segmenting the Supply Chain 10 The Global Supply Chain and Technology 11 Chapter 2: Understanding the Supply Chain 13 Historical Perspective 13 Value as a Utility 14 Organizational and Supply Chain Strategy 15 Mission Statement 15 SWOT Analysis 16 Strategic Choices 17 Supply Chain Strategy Elements and Drivers 17 Supply Chain Strategy Methodology 19 Supply Chain Opportunities and Challenges 23 Supply Chain Talent Pipeline 26 Career Opportunities in Supply Chain and Logistics Management 27 Growing Demand 27 Part II: Planning for the Supply Chain 31 Chapter 3: Demand Planning 33 Forecasting Used to Be Strictly Like “Driving Ahead, Looking in the Rearview Mirror” 34 Forecasting Realities 35 Types of Forecasts 36 Demand Drivers 36 Forecasting Process Steps 37 Quantitative Versus Qualitative Models 38 Qualitative Models 38 Quantitative Models 39 Product Lifecycles and Forecasting 40 Introduction 41 Growth 41 Maturity 41 Decline 41 Time Series Components 42 Time Series Models 43 Associative Models 44 Correlation 45 Seasonality 45 Multiple Regression 46 Forecasting Metrics 46 Forecast Error Measurement 47 Demand Forecasting Technology and Best Practices 48 Chapter 4: Inventory Planning and Control 51 Independent Versus Dependent Demand Inventory 51 Types of Inventory 53 Costs of Inventory 53 Carrying or Holding Costs 54 Ordering Costs 54 Setup Costs 54 Total Cost Minimized 55 Economic Order Quantity Model 56 Basic EOQ Calculation 57 Reorder Point (ROP) Models 57 Fixed-Quantity Model 57 Fixed-Period Model 60 Single-Period Model 61 ABC Method of Inventory Planning and Control 61 Realities of ABC Classification 62 Other Uses for ABC Classification 63 Inventory Control and Accuracy 63 Cycle Counting 63 Key Metrics 64 Inventory Planning and Control Technology 65 Software 65 Hardware 67 Careers 67 Chapter 5: Aggregate Planning and Scheduling 69 The Process Decision 70 Goods and Service Processes 70 Planning and Scheduling Process Overview 72 Aggregate Planning 74 S&OP Process 74 Demand and Supply Options 76 Aggregate Planning Strategies 78 Master Production Schedule 78 Production Strategies 79 System Nervousness 80 Material Requirements Planning 80 Bill of Materials 80 MRP Mechanics 81 Short-Term Scheduling 83 Types of Scheduling 84 Sequencing 84 Finite Capacity Scheduling 85 Service Scheduling 85 Technology 86 Part III: Supply Chain Operations 87 Chapter 6: Procurement in the Supply Chain 89 Make or Buy 90 Outsourcing 90 Other Supply Chain Strategies 91 The Procurement Process 93 Identify and Review Requirements 93 Establish Specifications 94 Identify and Select Suppliers 95 Determine the Right Price 97 Issue Purchase Orders 98 Follow Up to Ensure Correct Delivery 99 Receive and Accept Goods 100 Approve Invoice for Payment 100 Key Metrics 100 Technology 101 Chapter 7: Transportation Systems 103 Brief History of Transportation Systems in America 103 Transportation Cost Structure and Modes 105 Transportation Costs 105 Modes 105 Legal Types of Carriage 110 For Hire 110 Private 110 Transportation Economics 111 Transportation Cost Factors and Elements 111 Rates Charged 114 Effects of Deregulation on Pricing 115 Pricing Specifics 115 Documents 116 Domestic Transportation Documents 116 International Transportation Documents 119 Key Metrics 122 Technology 122 Chapter 8: Warehouse Management and Operations 125 Brief History of Warehousing in America 126 Economic Needs for Warehousing 126 Types of Warehouses 127 Warehouses by Customer Classification 127 Warehouses by Role in the Supply Chain 128 Warehouses by Ownership Type 129 Warehouse Economic Benefits 131 Consolidation 132 Accumulation, Mixing, and Sorting 133 Postponement 134 Allocation 134 Market Presence 135 Warehouse Design and Layout 135 Size of Facility 135 Facility Layout 137 Warehouse Operations 140 Packaging 141 Key Metrics 142 Customer-Facing Metrics 142 Technology 143 Warehouse Management Systems 143 Yard Management Systems 145 Chapter 9: Order Management and Customer Relationship Management. .147 Order Management 148 Order Placement 148 Order Processing 148 Order Preparation and Loading 149 Order Delivery 150 Customer Relationship Management 150 Customer Service 150 Customer Relationship Management 154 Technology 155 Chapter 10: Reverse Logistics and Sustainability 157 Reverse Logistics Activities 157 Repairs and Refurbishing 158 Refilling 159 Recall 159 Remanufacturing 159 Recycling and Waste Disposal 160 Returns Vary by Industry 160 Publishing Industry 160 Computer Industry 160 Automotive Industry 160 Retail Industry 161 Reverse Logistic Costs 161 Reverse Logistics Process 161 Receive 161 Sort and Stage 161 Process 162 Analyze 162 Support 162 Reverse Logistics as a Strategy 162 Using Reverse Logistics to Positively Impact Revenue 162 Other Strategic Uses of Reverse Logistics 163 Reverse Logistics System Design 164 Product Location 164 Product Collection System 164 Recycling or Disposal Centers 165 Documentation System 165 Reverse Logistics Challenges 165 Retailer-Manufacturer Conflict 165 Problem Returns and Their Symptoms 166 Cause and Effect 166 Reactive Response 166 Managing Reverse Logistics 166 Gatekeeping 167 Compacting the Distribution Cycle Time 168 Reverse Logistics Information Technology Systems 168 Centralized Return Centers 168 Zero Returns 169 Remanufacture and Refurbishment 169 Asset Recovery 170 Negotiation 170 Financial Management 170 Outsourcing 170 Reverse Logistics and the Environment 170 Supply Chain Sustainability 171 Green Logistics 171 Chapter 11: Global Supply Chain Operations and Risk Management 173 Growth of Globalization 173 Factors Influencing Globalization 174 Reasons for a Company to Globalize 174 Global Supply Chain Strategy Development 175 International Transportation Methods 177 Ocean 177 Air 177 Motor 178 Rail 178 Global Intermediaries 178 Global Supply Chain Risks and Challenges 178 Questions to Consider When Going Global 179 Key Global Supply Chain Challenges 180 Risk Management 181 Potential Risk Identification and Impact 181 Sources of Risk 182 Supply Chain Disruptions 183 Risk Mitigation 184 Part IV: Supply Chain Integration and Collaboration 187 Chapter 12: Supply Chain Partners 189 Outsourcing 189 Reasons to Outsource 190 Steps in the Outsourcing Process 191 Supply Chain and Logistics Outsourcing Partners 192 Traditional Service Providers 192 Third-Party Logistics Providers 193 Fourth-Party Logistics Service Providers 196 Chapter 13: Supply Chain Integration Through Collaborative Systems 199 Internal and External Integration 200 Internal Integration 200 External Integration 201 Supply Chain Collaboration Methods: A Closer Look 206 Quick Response 206 Efficient Consumer Response 207 Collaborative Planning, Forecasting, and Replenishment 208 Chapter 14: Supply Chain Technology 211 Supply Chain Information 211 Supply Chain Information Needs 213 Supply Chain Software Market 214 Supply Chain Planning 215 Supply Chain Execution 215 Other Supply Chain Technologies 216 SCM System Costs and Options 217 Best-in-Class Versus Single Integrated Solution 217 Consultants 218 Current and Future Trends in Supply Chain Software 218 Short-Term Supply Chain Technology Trends 218 Emerging Supply Chain Technology Trends 219 Part V: Supply Chain and Logistics Network Design 223 Chapter 15: Facility Location Decision 225 The Importance of Facility Location When Designing a Supply Chain 225 Supply Chain Network Design Influencers 226 Types of Distribution Networks 228 Manufacturer Storage with Direct Shipping 228 Manufacturer Storage with Direct Shipping and In-Transit Merge 229 Distributor Storage with Carrier Delivery 230 Distributor Storage with Last-Mile Delivery 232 Manufacturer or Distributor Storage with Customer Pickup 233 Retailer Storage with Customer Pickup 234 Impact of E-Business on the Distribution Network 235 Location Decisions 237 Strategic Considerations 237 Location Decision Hierarchy 238 Dominant Factors in Manufacturing 240 Dominant Factors in Services 240 Location Techniques 240 Location Cost-Volume Analysis 240 Weighted Factor Rating Method 242 Center of Gravity Method 243 The Transportation Problem Model 245 Technology 246 Careers 246 Chapter 16: Facility Layout Decision 249 Types of Layouts 249 Product Layouts 250 Process Layouts 250 Hybrid Layouts 253 Cellular (or Work Cell) Layouts 253 Fixed-Position Layout 255 Facility Design in Service Organizations 255 Designing and Improving Product Layouts 256 Assembly Line Design and Balancing 256 Work Cell Staffing and Balancing 258 Warehouse Design and Layout Principles 260 Design and Layout Process 260 Technology 261 Careers 262 Part VI: Supply Chain and Logistics Measurement, Control, and Improvement 263 Chapter 17: Metrics and Measures 265 Measurement and Control Methods 265 The Evolution of Metrics 266 Data Analytics 266 Measurement Methods 267 Measurement Categories 267 Balanced Scorecard Approach 268 Customer Service Metrics 269 Operational Metrics 269 Financial Metrics 270 SCOR Model 270 Supply Chain Dashboard and KPIs 273 Indicators 274 Benchmarking 274 Chapter 18: Lean and Agile Supply Chain and Logistics 277 Lean and Waste 277 History of Lean 278 Value-Added Versus Non-Value-Added Activities 279 Waste 280 Lean Culture and Teamwork 281 Lean Teams 282 Kaizen and Teams 283 Team and Kaizen Objectives 283 Value Stream Mapping 283 VSM Benefits 286 Lean Tools 286 Standardized Work 288 5S-Workplace Organization System 288 Visual Controls 289 Facility Layout 289 Batch Size Reduction and Quick Changeover 289 Quality at the Source 290 Point-of-Use Storage 291 Total Productive Maintenance 291 Pull/Kanban and Work Cells 291 Lean and Six Sigma 292 Chapter 19: Outlook for Supply Chain and Logistics Management 293 Supply Chain and Logistics Career Outlook 293 Trends in Supply Chain and Logistics Management 294 Supply Chain Trends 294 Logistics Trends 295 Supply Chain Leadership Trends 296 Supply Chain Technology Trends 297 Conclusion 299 References 301 Index 305

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Book SynopsisAs its name implies, the aim of Systems Design and Engineering: Facilitating Multidisciplinary Development Projects is to help systems engineers develop the skills and thought processes needed to successfully develop and implement engineered systems. Such expertise typically does not come through study but from action, hard work, and cooperation. To that end, the authors have chosen a hands-on approach for presenting material rather than concentrating on theory, as so often is the case in a classroom setting.This attractive and accessible text is a mix of theory and practical approach, illustrated with examples that have enough richness and variability to hold your attention. Models are presented for controlling the design, change, and engineering processes. Various aspects of systems engineering and methods providing the big picture at system level are discussed. In some ways, you can think of the book as a compact starter's kit for systems engineers.Trade Review"The book is a beautiful mix of theory and practical approach, illustrated with adequate examples to illustrate systems engineering (SE) and keep the reader attracted/interested throughout the reading experience. Various aspects of SE and methods providing the big picture at system level are discussed. In particular, professionals are invited to contact the authors to help in developing and maturing the SE field."—Rikus Eising, Dean Emeritus, Faculty of Engineering Technology, University of TwenteTable of ContentsIntroduction. Systems Engineering Process. Systems Thinking Tracks. System Design Tools. Systems Engineer at Work. Bibliography. Appendix A: TRIZ. Appendix B: Types of Failure Modes and Effect Analysis. Appendix C: Document Template. Index.

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Book SynopsisThe missing manual on how to apply Lean Startup to build products that customers love The Lean Product Playbook is a practical guide to building products that customers love. Whether you work at a startup or a large, established company, we all know that building great products is hard. Most new products fail.Table of ContentsIntroduction: Why Products Fail and How Lean Changes the Game xvii Part I Core Concepts Chapter 1 Achieving Product-Market Fit with the Lean Product Process 3 What Is Product-Market Fit? 3 The Product-Market Fit Pyramid 4 Quicken: from #47 to #1 7 The Lean Product Process 8 Chapter 2 Problem Space versus Solution Space 13 The Space Pen 13 Problems Define Markets 15 The What and the How 16 Outside-In Product Development 16 Should You Listen to Customers? 17 A Tale of Two Apple Features 18 Using the Solution Space to Discover the Problem Space 20 Part II The Lean Product Process Chapter 3 Determine Your Target Customer (Step 1) 25 Fishing for Customers 25 How to Segment Your Target Market 26 Users versus Buyers 28 Technology Adoption Life Cycle 29 Personas 30 Chapter 4 Identify Underserved Customer Needs (Step 2) 37 A Customer Need by Any Other Name 37 Customer Needs Example: TurboTax 38 Customer Discovery Interviews 40 Customer Benefit Ladders 41 Hierarchies of Needs 43 The Importance versus Satisfaction Framework 45 Related Frameworks 56 Visualizing Customer Value 58 The Kano Model 63 Putting the Frameworks to Use 66 Chapter 5 Define Your Value Proposition (Step 3) 67 Strategy Means Saying “No” 68 Value Propositions for Search Engines 68 Not So Cuil 71 Building Your Product Value Proposition 72 Skating to Where the Puck Will Be 75 The Flip Video Camera 75 Predicting the Future with Value Propositions 75 Chapter 6 Specify Your Minimum Viable Product (MVP) Feature Set (Step 4) 77 User Stories: Features with Benefits 78 Breaking Features Down 79 Smaller Batch Sizes Are Better 79 Scoping with Story Points 80 Using Return on Investment to Prioritize 80 Deciding on Your MVP Candidate 85 Chapter 7 Create Your MVP Prototype (Step 5) 89 What Is (and Isn’t) an MVP? 89 MVP Tests 90 The Matrix of MVP Tests 92 Qualitative Marketing MVP Tests 93 Quantitative Marketing MVP Tests 94 Qualitative Product MVP Tests 99 Quantitative Product MVP Tests 108 Chapter 8 Apply the Principles of Great UX Design 111 What Makes a Great UX? 111 The UX Design Iceberg 116 Conceptual Design 117 Information Architecture 120 Interaction Design 123 Visual Design 129 Design Principles 135 Copy Is Also Part of UX Design 140 The A-Team 140 UX Is in the Eye of the Beholder 141 Chapter 9 Test Your MVP with Customers (Step 6) 143 How Many Customers Should I Test With? 144 In-Person, Remote, and Unmoderated User Testing 145 How to Recruit Customers in Your Target Market 148 User Testing at Intuit 152 Ramen User Testing 153 How to Structure the User Test 155 How to Ask Good Questions 156 Ask Open versus Closed Questions 158 I Feel Your Pain 159 Wrapping Up the User Test 160 How to Capture and Synthesize User Feedback 161 Usability versus Product-Market Fit 163 Chapter 10 Iterate and Pivot to Improve Product-Market Fit 167 The Build-Measure-Learn Loop 167 The Hypothesize-Design-Test-Learn Loop 168 Iterative User Testing 170 Persevere or Pivot? 175 Chapter 11 An End-to-End Lean Product Case Study 181 MarketingReport.com 181 Step 1: Determine Your Target Customers 182 Step 2: Identify Underserved Needs 182 Step 3: Define Your Value Proposition 183 Step 4: Specify Your MVP Feature Set 185 Step 5: Create Your MVP Prototype 187 Step 6: Test Your MVP with Customers 188 Iterate and Pivot to Improve Product-Market Fit 193 Reflections 197 Part III Building and Optimizing Your Product Chapter 12 Build Your Product Using Agile Development 201 Agile Development 201 Scrum 205 Kanban 211 Picking the Right Agile Methodology 216 Succeeding with Agile 218 Quality Assurance 222 Test-Driven Development 225 Continuous Integration 226 Continuous Deployment 227 Chapter 13 Measure Your Key Metrics 229 Analytics versus Other Learning Methods 229 Oprah versus Spock 231 User Interviews 231 Usability Testing 232 Surveys 232 Analytics and A/B Testing 235 Analytics Frameworks 236 Identify the Metric That Matters Most 240 Retention Rate 242 The Equation of Your Business 249 Achieving Profitability 255 Chapter 14 Use Analytics to Optimize Your Product and Business 259 The Lean Product Analytics Process 259 A Lean Product Analytics Case Study: Friendster 263 Optimization with A/B Testing 272 Chapter 15 Conclusion 277 Acknowledgments 283 References 285 Resources 287 Index 291 About the Author 309

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Book SynopsisMany senior executives talk about information as one of their most important assets, but few behave as if it is. They report to the board on the health of their workforce, their financials, their customers, and their partnerships, but rarely the health of their information assets. Corporations typically exhibit greater discipline in tracking and accounting for their office furniture than their data. Infonomics is the theory, study, and discipline of asserting economic significance to information. It strives to apply both economic and asset management principles and practices to the valuation, handling, and deployment of information assets. This book specifically shows: CEOs and business leaders how to more fully wield information as a corporate asset CIOs how to improve the flow and accessibility of information CFOs how to help their organizations measure the actual and latent value in their information assets. More directlTrade ReviewBecoming data-driven is not just a game, it’s a serious business contest that Laney shows you how to win. The insights, frameworks, and real-world examples throughout this book provide a complete picture of why and how to become an information-savvy organization.-Judd Williams, Chief Information Officer, NCAALaney’s work redefines information as a true strategic asset, and shows how we CDOs can be instrumental in unlocking new ways for companies to grow and be relevant in the new connected modern economy. -Rajeev Kapur, Chief Data Officer, Kimberly-ClarkWe will one day look back at Doug's work and say, it is the groundbreaking work that firmly put data and data leadership in the middle of the business arena not as the white elephant, but as the phoenix; a formal player at the boardroom table.-Althea Davis, Chief Data Officer, ABN AMRODoug Laney has put together a smart, practical book that applies traditional rules of business economics to the emerging information marketplace. Infonomics is an excellent field guide to knowing what actions can be taken to better measure, manage and monetize your company's data assets now and in the future.-Dr. Jim Short, Lead Scientist and co-founder of the Center for Large Scale Data Systems (CLDS) at the San Diego Supercomputer CenterInfonomics provides a broad, deep and practical framework that information professionals can build on; it's full of real world illustrations and I think it is a seminal work. If you are serious about "treating information as an asset" then Infonomics is a must read. -Phillip Radley, Chief Data Architect, BT Group, plc. (British Telecom)Infonomics is a must read for business leaders who intend to succeed in data monetization, a requisite organizational capability for firms competing in the Digital Economy. Doug offers rich examples and detailed foundations that leaders can draw upon as they formulate their data strategies.-Dr. Barbara Wixom, Principal Research Scientist, MIT Sloan Center for Information Systems ResearchDoug Laney brings decades of practical experience to Infonomics, providing a stepwise framework for C-level executives to answer the ‘Why' to monetize data question, as well as how to operationalize the monetization of data throughout the enterprise and position themselves to innovate, compete and lead in their markets. I recommend this book as a must read to enable full potential of all the idle data in your enterprise.-Gokula Mishra, Senior Director, Global Data & Analytics, Supply Chain, McDonald’s CorporationThrough a myriad of relevant examples, Doug successfully brings together data management, analytics, and economics in a book that offers practical guidelines to manage, improve, and monetize an organization's data assets. The book is not only a must read for Chief Data Officers, but for any other executive interested in succeeding in the Information Age.-Leandro Dallemule, Chief Data Officer, AIGThank you Doug for an engaging read and for giving Data a well-deserved "seat at the table." This is a must have book, not only for CDO’s, CIO’s and Data Strategists but, for any executive interested in creating a data driven, info-saavy company. Laney serves up a treasure trove of insights and observations, while also asking some embarrassingly basic questions that beg to be answered by most companies.-Dianna Serio, SVP, Enterprise Data Strategy, First American Financial CorpThe secret is out now. Infonomics encapsulates the characteristics comprising the kinds of companies we favor: they treat and deploy their information as an asset, and fully appreciate its economic value. Since Laney’s pioneering work in data warehousing, he has had a sense of information as something other than a business byproduct or occasionally-interesting resource, and has now graciously passed this on to the rest of us.-Warren Weiss, General Partner, Foundation Capital Since the dawn of data warehousing, information’s real and potential value to organizations in every industry and geography has skyrocketed to the point of underpinning the global economy today. But little has been explored about how to fathom and harvest this value. Infonomics provides the foundation to master what has been intuitively known for years, but not well understood at all. It is essential reading for all corporate management, not just ‘data folks.’"-Bill Inmon, renowned "Father of the Data Warehouse Concept," author and entrepreneurInfonomics is a pragmatic handbook for C-level executives that will enable them to speak, collaborate, and take action on their newest and most valuable asset: information. Laney is spot on by elevating the "asset status" of information…one to be curated, enriched, protected and monetized judiciously. -Steve Bakalar, VP, Digital Transformation, Georgia-PacificAs it dawns to us what it means to be in the Information Age, our society find itself poorly equipped with the tools, language and levers needed to manage this resource effectively. While qualifying and quantifying information value may not be obvious, Doug Laney shows it can be done. Filled with real-world examples, simple frameworks and straightforward practical advice, Infonomics will benefit business leaders, information professionals and policy-makers alike.-David Vaz, Data Governance and Stewardship, National Australia BankReading Infonomics will be engaging and will constantly trigger thoughts of value creation opportunities awaiting organizations, including ones that are immediate. I highly recommended reading this book regardless of your industry or organizational role.-Evon Jones, Diversified former CIO Bausch & Lomb, Liz Claiborne and Hallmark CardsInfonomics is everything you always wanted to know about how to treat and benefit from information as an actual corporate asset, but didn’t even know how or what to ask. It is a must read by CEOs, CMOs, CFOs, CIOs, business leaders, enterprise architects, and everyone involved with data. -Maurice Levy, Retired CEO and chairman, Publicis GroupeDoug Laney's, Infonomics, is an engaging read with interesting twists and turns for valuing data assets. I found myself looking forward to every "next chapter." As a current CDO, this book will become one of my most valuable "go to" resources. Thank you, Doug, for this thought provoking read.-Sherri Zink, SVP and Chief Data Officer, BlueCross BlueShield of TennesseeInfonomics is a must-read for anyone interested in profiting from or managing the rapidly growing information assets held by businesses. It also provides important insights for accountants, who should be thinking about information assets and how they might be reported to business stakeholders. Laney’s engaging style and careful thinking make for a compelling read. -Jon Davis, University of Illinois School of Business, Accountancy Department HeadDoug Laney's well-researched and compelling text is a much-needed breath of fresh air. Laney formalizes the case for finally treating information as the truly valuable asset that it is. Infonomics challenges longheld—and, quite frankly, largely dated—beliefs about data, governance, and IT roles. It may well make you and your organization uncomfortable in the short term—and that's a good thing. -Phil Simon, award-winning author of Analytics: The Agile Way and faculty member at the Arizona State University W. P. Carey School of BusinessInfonomics easily provides the clearest thought leadership for companies on the true economic value of information. In time, textbooks will be rewritten and balance sheets recalculated to account for the monetary value of information. Doug is pioneering the establishment of this new asset class with inspiring examples, useful metrics and sound logic. -Brandon Thomas, Chief Data Officer, Zions BankDoug Laney makes a compelling case for accounting for information as a corporate asset. Infonomics expertly guides organizations to uncover their hidden treasures and realize economic benefits from information assets. A must read for all CIOs." -Cherif Amirat, Ph.D., Chief Information Officer, IEEEThis is a well-written book in the emerging area combining both information and economics. We've heard enough times that data/information is an asset without any proper blueprint but this book outlines clearly how to measure, manage and monetize information as an asset. This will be the new "Tesla" concept book in the new information and economics arena.-Vijay Thiruvengadam, Executive Director for Decision Support and Analytics, University of Michigan Laney was one of the first experts to identify and call out the power of Big Data. Now, in Infonomics, Laney issues a call to action. This book is a welcome addition to the emerging body of serious literature on the power of data in an Age of Information.-Randy Bean, CEO and Founder of NewVantage Partners LLC, and thought-leader and contributor to Forbes, MIT Sloan Management Review, Harvard Business Review, and The Wall Street Journal. This book is essential for any CDO or aspiring CDO. More importantly it should be read by all CEO's who wish to lead a data driven business. The ideas, concepts and examples are well thought through and are rigorous. This will be perpetually on my shelf and on my recommended list.-Peter Jackson, Head of Data, Southern Water, UKI’ve seen how hard this is first hand to transform a business from a product/feature based organization to one that is not only data driven, but competes based on data assets. Infonomics is a great, comprehensive view on how to approach this change and all the considerations to account for through the journey. -Corey Ferengul, Executive-in-Residence, Hyde Park Venture PartnersHis book Infonomics, one of the most interesting I have reviewed in a long time, is about monetizing, managing, and measuring information as an asset for competitive advantage. (...) This type of holistic thinking is typical of business operations and facilitates the showcasing of how information can be put at the service of the business to create new value and economic growth.(...) The result is an impressive condensation of actionable knowledge that reads well and constitutes a deep source of inspiration and guidance for C-suite executives who care about the linkage between information and competitive advantage, improving how information is accessed and used, and realizing the actual and latent value of information assets.- Alessandro Berni, Computing ReviewsTable of ContentsPART I: MONETIZING INFORMATION AS AN ASSET; 1. Why Monetize Information; 2. Top Ways to Monetize Information; 3. Methods for Monetizing Information; 4. Analytics: The Engine of Information Monetization; PART II: MANAGING INFORMATION AS AN ASSET; 5. Information Management Maturity and Principles; 6. Information Supply Chains and Ecosystems; 7. Leveraging Information Asset Management Standards and Approaches; 8. Applied Asset Management for Improved Information Maturity; PART III: MEASURING INFORMATION AS AN ASSET; 9. Is Information an Asset?; 10. Who Owns the Information?; 11. Quantifying and Accounting for Information Assets; 12. Adapting Economic Principles for Information; 13. Infonomics Trends; APPENDIX; A. Information Management Maturity Challenges; B. Landmark Legal Rulings Related to Information Property Rights

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Book SynopsisTable of ContentsPreface 1. Introduction to Materials Management 2. Production Planning System 3. Master Scheduling 4. Material Requirements Planning 5. Capacity Management 6. Production Activity Control 7. Purchasing 8. Forecasting and Demand Management 9. Inventory Fundamentals 10. Order Quantities 11. Independent Demand Ordering Systems 12. Physical Inventory and Warehouse Management 13. Physical Distribution 14. Products and Processes 15. Lean Production 16. Total Quality Management Readings Index

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Book SynopsisIntegrate critical roles to improve overall performance in complex engineering projects Integrating Program Management and Systems Engineering shows how organizations can become more effective, more efficient, and more responsive, and enjoy better performance outcomes. The discussion begins with an overview of key concepts, and details the challenges faced by System Engineering and Program Management practitioners every day. The practical framework that follows describes how the roles can be integrated successfully to streamline project workflow, with a catalog of tools for assessing and deploying best practices. Case studies detail how real-world companies have successfully implemented the framework to improve cost, schedule, and technical performance, and coverage of risk management throughout helps you ensure the success of your organization''s own integration strategy. Available course outlines and PowerPoint slides bring this book directly into the academic or corTable of ContentsList of Figures xxvii List of Tables xxxiii Foreword: Practices, Knowledge, and Innovation xxxv Preface xxxix Reference xli Acknowledgments xliii Introduction xlvii The Origins of an Important Collaboration xlvii Creating a Knowledge Foundation through Exploratory Research xlviii Phase I Study xlix Phase II and III Studies l Phase IV Study li Strengths and Limitations of the Research Foundation lii Integrating Practitioner Knowledge with Research lii Overview of the Book liii References liv Part I: In Search of Integrated Solutions 1 1 Toward a New Mindset 3 1.1 Striving for Perfection in Complex Work 3 1.2 Boldly Going Again Where People Have Gone Before 4 1.3 Strategy Realization Requires Good Management 8 1.4 Workforce + Organizational Capabilities = Competitive Advantage 10 1.5 Rays of Hope 12 1.6 Trekking toward a New Mindset 12 1.7 Summary 14 1.8 Discussion Questions 14 1.9 References 14 2 The Engineering Program Performance Challenge 17 2.1 Introduction 17 2.2 Making White Elephants Extinct 17 2.3 Large Engineering Programs Are Complex 20 2.4 We Need a Better Solution 31 2.5 Summary 31 2.6 Discussion Questions 33 2.7 References 33 Additional Resources 36 3 The Features of Successful Integration Of Program Management And Systems Engineering 37 3.1 A Major Engineering Program Failure? 37 3.2 Bridging Boundaries to Foster Program Success 40 3.3 Contributors to Success in Action 42 3.4 Summary 47 3.5 Discussion Questions 48 3.6 References 48 Additional Resources 49 4 The Case for Integrating Program Management and Technical Management 51 4.1 The Roots of Nonintegration 51 4.2 Program Management and Systems Engineering Are Different 52 4.3 Program Management 53 4.4 Systems Engineering 62 4.5 Why Divergence Is Such a Problem 69 4.6 Integrating Is Difficult, but Not Impossible 75 4.7 Discussion Questions 76 4.8 References 76 Additional Resources 78 5 Key Concepts in Integration 79 5.1 Introduction 79 5.2 Assessing Integration between Disciplines 79 5.3 Attributes of Integration in Complex Organizations 83 5.4 Practitioner Perspectives on Integration 88 5.5 Summary 93 5.6 Discussion Questions 94 5.7 References 95 Part II: Building Capabilities to Effectively Execute Engineering Programs 97 6 How Integration Works in Programs 99 6.1 Introduction 99 6.2 The Integration Framework 99 6.3 Summary 115 6.4 Discussion Questions 115 6.5 References 116 7 Integration in Practice in the F/A-18e/F Super Hornet Program 119 7.1 Introduction 119 7.2 F/A-18E/F Super Hornet Program Background and the Context of Integration 121 7.3 Twelve Days of August: A Start on the Integration Journey 122 7.4 Enabling Integration by Reducing Program Complexity 124 7.5 A Parallel Process in NAVAIR to Improve Integration 125 7.6 The E/F Program Pilots a New Way of Working Together 126 7.7 Improved Decision Making 128 7.8 Program Delivery 138 7.9 Integration Practices Observed in the F/A-18E/F Program 140 7.10 Summary 140 7.11 Discussion Questions 141 7.12 References 142 8 Program Management and Systems Engineering Integration Processes, Practices, and Tools 143 8.1 Introduction 143 8.2 Episodic Integration Mechanisms 144 8.3 Pervasive Integration Mechanisms 151 8.4 A Note on Tailoring 164 8.5 Summary 165 8.6 Discussion Questions 166 8.7 References 166 Additional Resources 168 9 The Organizational Environment 169 9.1 Introduction 169 9.2 Structural Dimensions of Integration 169 9.3 Organizational Environmental Factors 174 9.4 The Challenges of Integration in Large-Scale Programs: Systems Failure 178 9.5 Characteristics of Successful Program Integration 180 9.6 The International Space Station: A Model in Systems Integration 182 9.7 Summary 185 9.8 Discussion Questions 186 9.9 References 186 Additional Resources 189 10 Developing Integration Competencies In People 191 10.1 Introduction 191 10.2 Identifying Integration Competencies 194 10.3 Developing Integration Competencies 198 10.4 Managing Integration Competencies 207 10.5 Summary 210 10.6 Discussion Questions 211 10.7 References 211 Additional Resources 215 11 Integration Throughout the Program Life Cycle 217 11.1 Introduction 217 11.2 Integration and the Generic Life Cycle 217 11.3 Life Cycle Stages for Systems Engineering 219 11.4 Program Management Life Cycle Characteristics 220 11.5 Large-Scale Infrastructure Programs 225 11.6 Life Cycle Integration 227 11.7 Leadership Styles for the Big Dig’s Five Stages of Program Management 232 11.8 Summary 233 11.9 Discussion Questions 233 11.10 References 234 Additional Resources 236 12 The Impact of Effective Integration on Program Performance 237 12.1 Introduction 237 12.2 Program Performance 237 12.3 Measuring Integration in Programs 240 12.4 Integration as a Catalyst for Program Performance 244 12.5 Case Study: Electronic Support Upgrade for the Royal Australian Navy’s Anzac Class Frigate 249 12.6 Summary 255 12.7 Discussion Questions 256 12.8 References 256 Part III: Developing Integration Competencies in Your Organization 259 13 Integration Means Change 261 13.1 Introduction: The Case for Change 261 13.2 The Need to Be Thoughtful about Change 262 13.3 Frameworks and Models for Change 265 13.4 Readiness Assessment 271 13.5 The Road Ahead and How to Prepare for It 273 13.6 Summary 273 13.7 Discussion Questions 274 13.8 References 275 Additional Resources 276 14 Successful Change Programs that Improved Integration 279 14.1 Introduction 279 14.2 Redefining What Is Possible: The Marriage of Systems Engineering and Program Management at Lockheed Missiles & Space Company 280 14.3 Using Certification to Foster Integration in U.S. Government Agency Acquisition Programs 284 14.4 Integrating Software Engineering and Program Management at Nationwide 287 14.5 Managing Change in Engineering Program Organizations: Boosting Productivity in BMW’s Engineering Department 291 14.6 Delivering the World’s Most Complex Inner-City Infrastructure Program: Boston’s Big Dig 299 14.7 Summary 303 14.8 Discussion Questions 305 14.9 References 306 15 Leading an Integration Change Program 309 15.1 Introduction 309 15.2 Understanding the Work Ahead: The Organizational Context 310 15.3 Planning for Change within the Organizational Context 312 15.4 Putting the Four Input Dimensions for Change Together 329 15.5 Practices to Consider 334 15.6 Summary 338 15.7 References 339 Part IV: A Call to Action 341 16 Calls to Action 343 16.1 Call to Action for Academia: Help Budding Professionals Learn to Adapt 344 16.2 Call to Action for Enterprise: Build the Right Engine for Strategy Implementation 349 16.3 Call to Action for Policymakers: Refocus Oversight and Accountability in the Right Ways 353 16.4 Call to Action for Industry and Professional Societies: Take an Interdisciplinary View 357 16.5 Call to Action for Researchers: Explore Interdisciplinary Systems 359 16.6 References 361 Afterword: Toward an Integrated Future 365 The Case for Integration 365 New Insights Gained Along the Way 366 The Path Forward 368 Glossary 371 Index 381

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Book SynopsisAny project which involves an EPC contract is also likely to involve a number of other complicated contracts. The challenge of the parties to an EPC contract is not to try to eliminate risk but rather put into place a narrative structure that enables the parties to predict the contractual result that would obtain if a risk materializes. If the EPC contract does not allow the parties to determine the consequences of an unanticipated situation, they will have to look to an expert, mediator, tribunal, or court to impart guidance or pass judgment. The sample forms of contract contained in Volume 2 of Understanding and Negotiating EPC Contracts are intended to serve as a guide to demonstrate how risks and responsibilities can be allocated among project sponsors, EPC contractors and the various other parties that may be involved in a project. Collectively the sample forms in this volume offer an extraordinary resource that provides the benefit of

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Offering a planned approach for determining cause and effect, DOE Simplified: Practical Tools for Effective Experimentation, Third Edition integrates the authorsâ decades of combined experience in providing training, consulting, and computational tools to industrial experimenters. Supplying readers with the statistical means to analyze how numerous variables interact, it is ideal for those seeking breakthroughs in product quality and process efficiency via systematic experimentation.Following in the footsteps of its bestselling predecessors, this edition incorporates a lively approach to learning the fundamentals of the design of experiments (DOE). It lightens up the inherently dry complexities with interesting sidebars and amusing anecdotes.The book explains simple methods for collecting and displaying data and presents comparative experiments for testing hypotheses. Discussing how to block the sources of variation from your analysis, it look

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Book SynopsisThomas A. Limoncelli is an internationally recognized author, speaker, and system administrator with more than twenty years of experience at companies like Google, Bell Labs, and StackExchange.com.   Strata R. Chalup has more than twenty-five years of experience in Silicon Valley, focusing on IT strategy, best-practices, and scalable infrastructures at firms that include Apple, Sun, Cisco, McAfee, and Palm.   Christina J. Hogan has more than twenty years of experience in system administration and network engineering, from Silicon Valley to Italy and Switzerland. She has a master's degree in computer science, a doctorate in aeronautical engineering, and has been part of a Formula 1 racing team.Table of Contents Part I: Design: Building It Chapter 1: Designing in a Distributed World Chapter 2: Designing for Operations Chapter 3: Selecting a Service Platform Chapter 4: Application Architectures Chapter 5: Design Patterns for Scaling Chapter 6: Design Patterns for Resiliency Part II: Operations: Running It Chapter 7: Operations in a Distributed World Chapter 8: DevOps Culture Chapter 9: Service Delivery: The Build Phase Chapter 10: Service Delivery: The Deployment Phase Chapter 11: Upgrading Live Services Chapter 12: Automation Chapter 13: Design Documents Chapter 14: Oncall Chapter 15: Disaster Preparedness Chapter 16: Monitoring Fundamentals Chapter 17: Monitoring Architecture and Practice Chapter 18: Capacity Planning Chapter 19: Creating KPIs Chapter 20: Operational Excellence

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Book SynopsisInformation Design provides citizens, business and government with a means of presenting and interacting with complex information. It embraces applications from wayfinding and map reading to forms design; from website and screen layout to instruction. Done well it can communicate across languages and cultures, convey complicated instructions, even change behaviours. Information Design offers an authoritative guide to this important multidisciplinary subject. The book weaves design theory and methods with case studies of professional practice from leading information designers across the world. The heavily illustrated text is rigorous yet readable and offers a single, must-have, reference to anyone interested in information design or any of its related disciplines such as interaction design and information architecture, information graphics, document design, universal design, service design, map-making and wayfinding.Trade Review"The collection is an exhaustive encyclopedia of information design, with much to offer a diverse array of audiences...Overall, most readers interested in information design should find something valuable within Information Design, whether that be as a general reference, a teaching guide, or a research guide."Guiseppe Getto, faculty member at East Carolina University and President & Co-Founder of Content Garden, Inc.Table of ContentsPart 1 Chapter 1. Early visualizations of historical time Chapter 2. Images of time Chapter 3. William Playfair and the invention of statistical graphs Chapter 4. Ship navigation Chapter 5. Technical and scientific illustration Chapter 6. The lessons of Isotype for information design Chapter 7. Marie Neurath: designing information books for young people Chapter 8. Future, Fortune, and the graphic design of information Chapter 9. Some documents for a history of information design Chapter 10. Moral visualizations Part 2 Chapter 11. Graphic literacies for a digital age Chapter 12. Visual rhetoric in information design Chapter 13. Multimodality and genre Chapter 14. Interactive information graphics Chapter 15. Social and cultural aspects of visual conventions in information Chapter 16. Textual reading on paper and screens Chapter 17. Applying science to design Part 3 Chapter 18. Does my symbol sign work? Chapter 19. Icons as carriers of information Chapter 20. Warning design Chapter 21. Diagrams Chapter 22. Designing static and animated diagrams for modern learning materials Chapter 23. Designing auditory alarms Chapter 24. Design challenges in helping older adults use digital tablets Chapter 25. On-screen colour contrast for visually impaired readers Chapter 26. Contrast set labelling Chapter 27. Gestalt principles Chapter 28. Information design research methods Chapter 29. Methods for evaluating information design Chapter 30. Public information documents Part 4 Chapter 31. Choosing type for information design Chapter 32. Indexing and information design Chapter 33. When to use numeric tables and why Chapter 34. Wayfinding perspectives Chapter 35. Designing for wayfinding Chapter 36. The problem of ‘straight ahead’ signage Chapter 37. Park at your peril Chapter 38. Indoor digital wayfinding Chapter 39. Visualizing storyworlds Chapter 40. Exhibitions for learning Chapter 41. Form follows user follows form Chapter 42. Information design & value Chapter 43. The LUNAtic approach to information design Chapter 44. Information design as a (r)evolutionary educational tool Chapter 45. Design + medical collaboration Chapter 46. Developing persuasive health campaign messages Chapter 47. Information design in medicine package leaflets Chapter 48. Using animation to help communication in e-PILs in Brazil Chapter 49. Medical information design and its legislation

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Book SynopsisThe role of design professionals' in innovation is growing towards a more strategic one. They are no longer just executors of new product and/or service design briefs but are increasingly involved in the crafting of these briefs and in the strategic decisions leading to these briefs. In order to effectively play this role, design professionals need to master a set of strategic practices - i.e., routinized actions and ways of working. However, since the strategic role of designers is a relatively new development, many designers lack knowledge on specific practices for acting effectively on a strategic level in innovation projects. This book proposes eight strategic design practices for design professionals who seek to grow or have already grown into a more strategic role in innovation. The practices are explained through tools and methods, and through case examples in which companies and designers have effectively used them. Additionally the book provides a set of guidelines that will enable design professionals to easily and quickly apply these practices in their next strategic design project.

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Book SynopsisUpdated with new information, illustrations, and leadership tools, Leading the Lean Enterprise Transformation, Second Edition describes how the metrics used by Toyota drive every line item in a financial statement in the right direction. Rather than focus on Lean tools and principles, the new edition of this bestselling reference focuses on what may be the least understood and most critical aspect of a Lean transformation: the building of a Lean culture. In addition to new appendices with background information and insightful stories on Lean leadership and implementation, it includes new information on tactical organization practices, strategy deployment, and Lean culture.An inductee to IndustryWeek''s Hall of Fame, George Koenigsaecker illustrates successful strategies and valuable lessons learned with case histories of U.S. leaders who have been instrumental in bringing Lean to the forefront. He explains the use of value stream anaTrade ReviewPraise for the Bestselling First Edition:Any senior executive serious about leading a Lean transformation should start here. Koenigsaecker captures well the essence of sustained Lean success, not just the feel-good kaizen event.—Larry Culp, president and CEO, Danaher CorporationKoenigsaecker has spent more time transforming more organizations into Lean enterprises than any other CEO. In this brief volume, he summarizes his 30 years of experimentation by describing Lean, showing how to measure it, explaining the role of value stream analysis and kaizen, and providing a tactical and a strategic action plan for Lean transformation.—Jim Womack, chairman and founder, Lean Enterprise InstituteThis truly worked for us, and continues to make our Air Force better. The message comes with great stories and legendary examples to make Leading the Lean Enterprise Transformation readable for all."—Michael W. Wynne, 21st Secretary, United States Air ForceKoenigsaecker has been one of the most important mentors for me on our Lean journey. His willingness to share his knowledge and experience with the ThedaCare team has been invaluable.—John Toussaint, CEO, ThedaCare Center for Healthcare ValueKoenigsaecker’s long and extensive study and application of Lean at the strategic and tactical levels make him a foremost authority on the topic. He has a unique and valuable grasp of the tools, process and change dynamics at implementing organizational Lean transformation.—Stan Askren, chairman, president, and CEO, HNI CorporationFew, if any, American executives can match the variety and depth of experience with Lean transformations of George Koenigsaecker. So it comes as welcome news that George has written a book telling what he has learned and how he learned it. Leading the Lean Enterprise Transformation is simple, useful, packed with information, concise, to-the-point, and easily accessible. It will be a great source for companies looking to begin or advance their Lean initiative or managers at any level wishing to deepen their personal learning.—John Shook, founder, The TWI NetworkGeorge Koenigsaecker’s story is an inspirational one. In this book, he captures succinctly over 20 years of wisdom about how to lead Lean transformation. This should be compulsory reading for anyone with a genuine interest in the topic.—David Fillingham, chairman and CEO, Royal Bolton Hospital NHS Foundation TrustGeorge Koenigsaecker hits a grand slam with Leading the Lean Enterprise Transformation, and the operative word is ‘leading!’ A respected practitioner and sensei in the art and science of Lean, George drives home the point that Lean is as natural in the touchy labor arena as it is in the intellectual labor arena — and leadership is the key to success in both. George further adds value with his focus on Lean in the context of (public and private sector) corporate governance. This is definitely a ‘must read!’—A.B. Morrill III, Major General, USAF, Vice Director, Defense Logistics Agency Finally, a hands-on, real-world book written by someone who has actually led several Lean transformations. My only concern is that my competitors get their hands on this book.—Peter Desloge, chairman and CEO, Watlow CorporationKoenigsaecker has been my sensei for over seven years. The lessons he has worked to impart are all contained right here . . . a must-read for anyone serious about Lean process improvement.—Donald J. Wetekam, group vice president, AAR Corporation, Lieutenant General (retired) USAFGeorge Koenigsaecker has written a wise book that goes beyond an explanation of the tools of Lean to provide keen insights — derived from his three decades of experience on the ground as a Lean leader — into how executives can deploy Lean principals to build a true learning organization capable of continuous performance improvement. —Alan Aviles, president, New York City Health and Hospitals CorporationGeorge makes a complex subject simple, a great 'how-to' guide for leaders on Lean process improvement based on years of practical experience. This book is a winner for leaders who want to embrace the Lean journey and put their organizations on the path to excellence.—Major General Dave GillettI’m glad George finally wrote this book! His practical, experience based understanding of Lean and its implications for leaders of companies is much needed and enormously helpful. George has the credentials to say it like he experienced it, from the same vantage point as thousands of executives and senior managers all over the world. This volume provides a simple and personal description of how to resolve the many management dilemma and leadership paradoxes every leader must wrestle with in embedding into their cultures the cost saving and value creating principles and tools of Lean.—Robert Miller, executive director, The Shingo Prize for Operational ExcellenceIt is always best to learn Lean and the leadership lessons of Lean from someone who lives, eats and breathes Lean systems. Very few individuals in North America have the level of experience leading change as George Koenigsaecker. This is a great book for anyone beginning their Lean journey, but an even better book for those CEOs and COOs who have demonstrated a passion for developing a Lean enterprise and must know how to continue the journey of continuous improvement for a life time. Continuous Improvement never ends, but passion in the enterprise can wane — How does a leader keep driving the enterprise? This book can help.—Dan Ariens, president and CEO, The Ariens CompanyEffectively organized into a chronological lesson plan for leaders, this book provides valuable guidelines for any organization embarking on the Lean journey. Drawing on his successful experience, George Koenigsaecker takes Lean thinking beyond the tools and principles, offering practical advice and confidence-building techniques for improving performance at every level of operation. Through the lens of his own transformational journey, he provides readers with a step-by-step primer for building a culture of continuous improvement and offers interesting anecdotes to support his philosophy that a Lean culture will always supersede Lean tools.—Mike Ward, president, Autoliv AmericasTable of ContentsIntroduction. My Journey of Lean Learning: Eleven Corporate Transformations. What Is Lean? Measurement Can Be Easy. Value Stream Analysis Provides the Improvement Plan—And Kaizen Events Make It Happen. Tactical Organizational Practices. Strategic Organizational Practices. Building a Lean Culture.

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Book SynopsisTable of Contents PART I: CREATING VALUE THROUGH OPERATIONS AND SUPPLY CHAINS 1. Introduction to Operations and Supply Chain Management 2. Operations and Supply Chain Strategies PART II: ESTABLISHING THE OPERATIONS ENVIRONMENT 3. Process Choice and Layout Decisions in Manufacturing and Services 4. Business Processes 5. Managing Quality 6. Managing Capacity PART III: ESTABLISHING SUPPLY CHAIN LINKAGES 7. Supply Management 8. Logistics PART IV: PLANNING AND CONTROLLING OPERATIONS AND SUPPLY CHAINS 9. Forecasting 10. Sales and Operations Planning (Aggregate Planning) 11. Managing Inventory throughout the Supply Chain 12. Managing Production across the Supply Chain 13. JIT / Lean Production PART V: PROJECT MANAGEMENT AND PRODUCT/SERVICE DEVELOPMENT 14. Managing Projects 15. Developing Products and Services

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Book SynopsisProviding a framework that highlights waste and its negative effects on process performance, value stream maps (VSMs) are essential components for successful Lean initiatives. While the conventional VSM format has the basic structure to effectively describe process operations, it must be adapted and expanded to serve its purpose in the process industry.This book describes in detail how to create a complete VSM for a process industry manufacturing operation. Detailing the unique features of process operations and why they require additions and adjustments to traditional VSMs, the book walks readers through the steps in analyzing the map. It explains how to scope improvement projects, prioritize them, and then use future state VSMs to illustrate and motivate systemic improvement. In doing so, it supplies readers with a roadmap for a complete Lean transformation.Describes how to analyze the map for waste and flow issues so that they can be reduced and even eliminateTrade ReviewValue Stream Mapping has become a key tool for implementing Lean thinking and positive change across our business. This book describes, in detail, the process by which Pete King has helped many organizations like ours to delight customers and relentlessly drive out waste. A must-read for any executive wanting to facilitate a transformation journey within the process industries.—Steve Anderson, Global Vice President of Supply, Afton ChemicalPete King has developed an international reputation as a leading authority on the subject of Lean in the process industries. In this book, he superbly condenses his decades of practical experience into a clear and highly effective guide. From diagnosing the major wastes and inhibitors to flow, to designing and executing a roadmap, Pete offers everything required to deliver true operational excellence from Value Stream Mapping.—Pete Wright, Managing Director & Principal Consultant, Pico Consulting Ltd.A must-read for practitioners and consultants alike. So far, Lean initiatives in the process industry have been handicapped by the fact that all good books on Value Stream Mapping refer to discrete manufacturing. Food, pharma, and chemical processes are, by their nature, different and need an adapted approach. Peter King’s deep, hands-on experience provides the process industry with a state-of-the-art toolkit to eliminate waste and reach breakthrough performance. —Hans van Oosteren, Managing Partner, ImproviumThe book is very practical in its organization: for each theoretical step, King includes real-world examples. More than a book on VSM, it offers us a meaningful and complete discussion about process industry productivity. As he explains the different parts of the map, King skillfully guides us through various practical approaches used to eliminate waste and create flow. It is remarkable how he managed to include so much knowledge and experience into a book that is so pleasant to read.—Henrique Fagundes, Operations Implementation Leader, McKinsey & CompanyPeter has based this book on his extensive experience, to create a clear guide which will be invaluable for both leaders and Lean professionals. The user will be able to use the VSM to identify waste and remove bottlenecks, following the real examples from both the discrete product and process industries. This is the first book I have read on the subject that goes into the required level of depth and detail to clearly demonstrate the path to a complete Lean transformation.—John Cockburn-Evans, Fellow, Institute of.Chem.E.; Certified Professional Coach; Senior Consultant & Lean Coach, DuPont Sustainable Solutions Table of ContentsThe Value of Mapping. Value Stream Mapping Fundamentals. VSM Enhancements for Process Operations. Additional Good Mapping Practices. Our Focusing Problem—A Synthetic Fiber Process. Developing the Material Flow. Calculating Data Box Parameters. Material Flow Rates and Takt. Completing the Data Boxes: Utilization, Delivery Frequency, and Days of Supply. Mapping the Information Flow. Developing the Timeline. Finding the Waste—Analyzing the Map. Scoping the Opportunities. Implementation Strategy and Sequence. Future State Value Stream Maps. Supply Chain Mapping. VSM as a Way of Engaging Employees. A Roadmap for Continuous Improvement. Benefits of Developing a VSM.

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Book SynopsisDisruptions in the global supply chain put companies at a standstill.Supply and demand shocks. Labor shortages. International trade wars. As businesses and customers struggle to get the products they need from across the globe, manufacturers must reassess how they operate, from considering domestic suppliers to exploring new technologies. In Supply Chain: The Insights You Need from Harvard Business Review, articles by experts and researchers will help you understand the risks and identify solutions to these disruptions so that you can ensure a more resilient supply chain—without sacrificing competitive advantage.Business is changing. Will you adapt or be left behind?Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow.You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future.

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Book SynopsisSupply Chain Analytics introduces the reader to data analytics and demonstrates the value of their effective use in supply chain management. By describing the key supply chain processes through worked examples, and the descriptive, predictive and prescriptive analytic methods that can be applied to bring about improvements to those processes, the book presents a more comprehensive learning experience for the reader than has been offered previously.Key topics are addressed, including optimisation, big data, data mining and cloud computing. The author identifies four core supply chain processes â strategy, design, execution and people â to which the analytic techniques explained can be applied to ensure continuous improvement. Pedagogy to aid learning is incorporated throughout, including an opening section for each chapter explaining the learnings designed for the chapter; worked examples illustrating how each analytic technique works, how it is applied and what to beTable of Contents1. Introduction to Supply Chain Analytics 2. Supply Chain Analytics in Practice 3. Getting Started with Supply Chain Analytics 4. Using Supply Chain Analytics to Enhance Supply Chain Strategy Processes 5. Using Supply Chain Analytics to Enhance Supply Chain Design Processes 6. Using Supply Chain Analytics to Enhance Supply Chain Execution Processes 7. Using Supply Chain Analytics to Enhance Supply Chain People Processes 8. How to Deal Effectively with Organisational Social Issues

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Book SynopsisThis edition addresses the increasing global competition and the fact that every industry, business, and service organization is restructuring itself to operate more effectively. Cost-effectiveness and product reliability without excess capacity are the keys to successful activity in business, industry, and government. These keys are the end results of methods engineering.The 13th edition of Methods, Standards, and Work Design will provide practical, up-to-date descriptions of engineering methods to measure, analyze, and design manual work. The text emphasizes both the manual components and the cognitive aspects of work, recognizing the gradual decline of the manufacturing sector and the growth of the service sector. The importance of ergonomics and work design as part of methods engineering emphasizes not only increased productivity, but also to improve worker health and safety, and thus, company bottom-line costs. In the twenty-first century it is essential that the industTable of ContentsNiebel's Methods, Standards, and Work Design 12eChapter 1: Methods, Standards, and Work Design: IntroductionChapter 2: Problem-Solving ToolsChapter 3: Operation AnalysisChapter 4: Manual Work DesignChapter 5: Workplace, Equipment, and Tool DesignChapter 6: Work Environment DesignChapter 7: Design of Cognitive WorkChapter 8: Workplace and Systems SafetyChapter 9: Proposed Method ImplementationChapter 10: Time StudyChapter 11: Performance Rating and AllowancesChapter 12: Standard Data and FormulasChapter 13: Predetermined Time SystemsChapter 14: Work SamplingChapter 15: Indirect and Expense Labor StandardsChapter 16: Standards Follow-Up and UsesChapter 17: Wage PaymentChapter 18: Training and Other Management PracticesAppendices1 Glossary2 Helpful Formulas3 Special Tables

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Although there are many books of methods and tools in different areas, few books actually give detailed tips and lessons on how to effectively set up and manage projects. Most books on project management devote all their space to specific methods. Breakthrough Technology Project Management, Second Edition provides tangible guidelines through examples and suggestions to help people participate in and manage projects more effectively. The authors'' techniques and guidelines have been proven over the past 15 years in courses and counseling. This book is a valuable tool for those working in information systems, engineering, computer science, operations and production, and other environments involving project management.

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Book SynopsisTable of ContentsPART I: PROCESS MANAGEMENT AND STRATEGY Chapter 1: Products, Processes, and Performance Chapter 2: Operations Strategy and Management PART II: PROCESS FLOW METRICS Chapter 3: Process Flow Measures Chapter 4: Flow-Time Analysis Chapter 5: Flow Rate and Capacity Analysis Chapter 6: Inventory Analysis PART III: PROCESS FLOW VARIABILITY Chapter 7: Managing Flow Variability: Safety Inventory Chapter 8: Managing Flow Variability: Safety Capacity Chapter 9: Managing Flow Variability: Process Control and Capability PART IV: PROCESS INTEGRATION Chapter 10: Lean Operations: Process Synchronization and Improvement

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Book SynopsisAn introduction to financial tools and concepts from an operations perspective, addressing finance/operations trade-offs and explaining financial accounting, working capital, investment analysis, and more.Students and practitioners in engineering and related areas often lack the basic understanding of financial tools and concepts necessary for a career in operations or supply chain management. This book offers an introduction to finance fundamentals from an operations perspective, enabling operations and supply chain professionals to develop the skills necessary for interacting with finance people at a practical level and for making sound decisions when confronted by tradeoffs between operations and finance. Readers will learn about the essentials of financial statements, valuation tools, and managerial accounting.The book first discusses financial accounting, explaining how to create and interpret balance sheets, income statements, and cash flow statements, and introd

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Richard Templar specialises in taking a common sense approach to obvious subjects and making the commonplace seem revelatory. He lives a semi-virtual existence in rural Devon.

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Book SynopsisLaurie Mullins is a former Lecturer at the Portsmouth Business School. He is author of two other books published by Pearson Education: Management & Organisational Behaviour (2010) and Hospitality Management & Organisational Behaviour (new edition forthcoming). Gill Christy is the Head of the Human Resource and Marketing Management Department at Portsmouth Business School.Table of ContentsCONTENTS IN BRIEF PART 1 THE ORGANISATIONAL SETTING Chapter 1 Nature of Organisational Behaviour Chapter 2 Approaches to Organisation and Management PART 2 THE INDIVIDUAL Chapter 3 Individual Differences and Diversity Chapter 4 Perception and Communication Chapter 5 Work Motivation and Job Satisfaction PART 3 GROUPS, TEAMS AND LEADERSHIP Chapter 6 Work Groups and Teams Chapter 7 Nature of Leadership Chapter 8 Nature of Management PART 4 THE ORGANISATION Chapter 9 Strategy and Structure Chapter 10 Control and Power Chapter 11 Corporate Responsibility and Ethics Chapter 12 Culture and Change GlossaryIndex

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Book Synopsis"...this is going to be a very useful book. It provides an authoritative overview of approaches to quality management contextualised to health and social care." - Joe Walsh, Independent Management Consultant, formerly Assistant Director of Social Services at the Royal Borough of Kingston upon Thames "...the author's wealth of knowledge of the public sector is drawn upon to provide an array of interesting and apposite case studies which illustrate his main themes. As a consequence the book will be useful, not only to those who want an academic perspective, but to anyone concerned with improving the service that they provide". - David Fillingham, Director of NHS Modernisation Agency Many organizations in health and social care are striving to implement the ideas of organizational excellence, performance measurement and process improvement, in the context of a large number of government initiatives including the NHS Plan, Best Value, Clinical Governance and Quality ProtectTrade Review"...this is going to be a very useful book. It provides an authoritative overview of approaches to quality management contextualised to health and social care." - Joe Walsh, Independent Management Consultant, formerly Assistant Director of Social Services at the Royal Borough of Kingston upon ThamesTable of ContentsForeword by David Fillingham, Director of the NHS Modernization Agency What is quality in health and social care?Quality managementQuality standards and quality systemsThe Excellence ModelLeadership, policy and strategyPeople development and involvementPartnerships and user involvementProcess improvementPerformance measurementDelivering excellence: A final word ReferencesIndex.

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Book SynopsisProduct management has never been a more necessary or in-demand discipline for both technology startups and more established companies. Through technology, we have the means to enrich our work and leisure time in ways people, even just a few years ago, could only have dreamed about. It is easier, cheaper and quicker than it ever has been before to create technology products in both software and hardware. Everything is continually changing and the pace of innovation is perpetually increasing - just look at 3D printing.Product management is the art, science and skill of bringing a successful product to life. In The Practitioner''s Guide To Product Management, Jock Busuttil looks what product managers do, how the role came to be, how it''s still continuing to evolve, and why it''s such good news that there''s no prescribed route to becoming one. Busuttil also delves into examples of the good, the bad and the ill-advised products to consider why they succeeded an

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Book SynopsisThis book deals with two important branches of mathematics, namely, logic and set theory. Logic and set theory are closely related and play very crucial roles in the foundation of mathematics, and together produce several results in all of mathematics. The topics of logic and set theory are required in many areas of physical sciences, engineering, and technology. The book offers solved examples and exercises, and provides reasonable details to each topic discussed, for easy understanding. The book is designed for readers from various disciplines where mathematical logic and set theory play a crucial role. The book will be of interested to students and instructors in engineering, mathematics, computer science, and technology.Table of ContentsPreface. About Authors. Mathematical Logic. Set Theory. Relations. Functions. Cardinality of Sets. Bibliography. Index.

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Book SynopsisThe book provides a comprehensive approach to configuration management from a variety of product development perspectives, including embedded and IT. It provides authoritative advice on how to extend products for a variety of markets due to configuration options. The book also describes the importance of configuration management to other parts of the organization. It supplies an overview of configuration management and its process elements to provide readers with a contextual understanding of the theory, practice, and application of CM. The book illustrates the interplay of configuration and data management with all enterprise resources during each phase of a product lifecycle.Table of Contents1. Overview of the Product Life Cycle.2. Overview of the Supporting Enterprise Infrastructure.3. Configuration Management and Product Management. 4. A Configuration Item and What It Implies. 5. Data Definition, Data Types, and Control Requirements. 6. Configuration Management. 7. Configuration Management Support of Functional Resources. 8. Functional Interfaces.9. Configuration Management Baselines. 10. Configuration Control. 11. When Things Go Wrong.12. Test, Inspection, and Evaluation Master Plan Organized. 13. Assessing and Mitigating Risk.

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