Production and quality control management Books

Book SynopsisThis book presents the mechanics of implementing visuality on the value-add level known as Work That Makes Sense (WTMS). The step-by-step WTMS process described in this book teaches operators a proven method for translating information deficits into visual solutions that take the struggle out of their day-to-day work. As a result, operators transform their work area into a work environment that speaksa work environment that, by design, shares vital information in the form of visual devices that help them perform their day-to-day work with precision and completeness. At the heart of this visual conversion approach is an element unique to Galsworth's paradigm called I-driven that recognizes that operators will pursue self-leadership in the company's improvement initiatives if they are given the opportunity to learn how to do so. Also recognized is the fact that this can only happen if associates are taughtand given the opportunity to learn and apply a new system of thinkTable of ContentsChapter 1. Introduction to The Visual Workplace Chapter 2. The Building Blocks of Visual Thinking SECTION TWO Chapter 3. Your Implementation Tool Box Chapter 4. Smart Placement: Logic, Meaning, Mapping Chapter 5. Smart Placement Principles (1-7) SECTION THREE Chapter 6. Smart Placement Principles (8-14) Chapter 7. Visual Where: Borders Chapter 8. Visual Where: Address and ID Label Chapter 9. Ourselves and Others Chapter 11. Visual Mini-Systems & Customer-Driven Chapter 12. The Four Power Levels Chapter 13. We Are Visual Beings

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Book SynopsisAlan Rushton was a Director of Dialog Consultants and Director of Graduate Programmes at the Centre for Logistics and Supply Chain Management at Cranfield University.Phil Croucher is an independent supply chain consultant and lecturer. He is based in Suffolk. Peter Baker worked in international freight forwarding and then as a consultant. He is a Visiting Fellow at Cranfield University.Ioannis Koliousis is an Associate Professor of Logistics and Supply Chain Management at Cranfield School of Management. He is the Director of the Executive MBA and Director of Executive Development for Supply Chain Management.

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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 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 SynopsisHeather Skipworth is Professor of Supply Chain Management and Strategy at Cranfield School of Management, The Cranfield Centre for Logistics, Procurement and Supply Chain Management. Remko van Hoek is a Professor of Supply Chain Management at the University of Arkansas, Sam M. Walton College of Business. James Aitken is an Emeritus Professor and Director of the Centre for Business Analytics in Practice at the University of Surrey. Alan Harrison was Professor of Operations and Logistics at Cranfield School of Management, and Director of Research at The Cranfield Centre for Logistics and Supply Chain Management.

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Book SynopsisFor decades, the manufacturing industry has employed the Toyota Production System — the most powerful production method in the world — to reduce waste, improve quality, reduce defects and increase worker productivity. In 2001, Virginia Mason Medical Center, an integrated healthcare delivery system in Seattle, Washington set out to achieve its compelling vision to become The Quality Leader and to fulfill that vision, adopted the Toyota Production System as its management method.Transforming Health Care: Virginia Mason Medical Center's Pursuit of the Perfect Patient Experience takes you on the journey of of Virginia Mason Medical Center's pursuit of the perfect patient experience through the application of lean principles, tools, and methodology. Over the last several years Virginia Mason has become internationally known for its journey towards perfection by applying the Toyota Production System to healthcare. The book takes readers step by step through Virginia Mason's journey as it seeks to provide perfection to its customer – the patient. This book shows you how you use this system to transform your own organization.Trade ReviewIf you work in the health and medical care field and you believe you and your institution are as good as it is possible to be, you should read this book. It will reset your standards and show you how to produce more value for your patients at a lower cost. This is a front line story, not a pie in the sky theory or project of the month. It is a story about real people dedicated to the pursuit of habitual excellence. —Paul O’Neill, 72nd Secretary of the U.S. Treasury & former Chairman and CEO of Alcoa A comprehensive and insightful book that chronicles an arduous journey to achieve an exceptional patient-centered culture using a management system only now recognized as relevant to health care. This is a story of how Virginia Mason became the benchmark against which other health care systems must judge themselves, and a beacon in a field that has resisted change for far too long. —David M. Lawrence, MD, MPH, Chairman and CEO (retired), Kaiser Foundation Health Plan and Hospitals, Inc. The challenges to our U.S. health care system have never been greater. We are challenged by the high cost of care and less than optimal quality and safety. Virginia Mason Medical Center has been on a ten year journey to demonstrate just what is possible and the results have been profound. What is equally amazing, and must reading for health care leaders, is the story of their journey. It is possible to improve quality and safety while simultaneously reducing cost! —John Kitzhaber, MD, Governor of Oregon 1995-2003 U.S. health care is replete with stories of failed attempts to improve quality and control soaring costs, only to succumb to perverse incentives, infighting and an entrenched status quo. Virginia Mason offers a different path forward, by showing what happens when all of health care’s stakeholders — doctors, employers, insurers — align themselves behind pursuing the best care for the patient. It’s a potential model precisely because its leadership medical staff had to overcome the same challenges that affect hospitals and clinicians across the country today. —Vanessa Fuhrmans, The Wall Street Journal Congratulations to the Virginia Mason team for being another great example of committing to a compelling vision and to continuous quality improvement … . Thank You! —Alan Mulally, former President and CEO, Boeing Commercial Airplanes; current President and CEO, Ford Motor Company Health care transformation is a process not an event. This book richly describes this process at Virginia Mason — not just the principles but all the challenges along the way and how they were overcome. It is a textured account of an ongoing journey and as such is an invaluable aid to anyone serious about transforming their own organization. —Richard Bohmer, MBChB, MPH Professor of Management Practice, Harvard Business School This is the story of a journey. It’s a journey that began almost a decade ago, that continues today, and that will likely continue for the foreseeable future. Through a number of powerful case studies, this book illustrates how Virginia Mason Medical Center has steadily improved the safety, quality, and efficiency of its patient care — one process at a time. But more importantly, it is a study in leadership and cultural transformation in one of our nation’s most important industries — health care. That transformation has made patient-centered care much more than a slogan at Virginia Mason; it has become a way of doing business, each and every day. The beneficiaries of that transformation, first and foremost, are the patients Virginia Mason serves. But of equal importance is the new-found sense of accomplishment and satisfaction that these changes have engendered among the Medical Center’s physicians, management team and employees. This book is inspiring must reading for anyone who leads, or aspires to lead, any health care organization. — William F. Jessee, MD, FACMPE, President and CEO, Medical Group Management Association If you want to understand what health care can become, you need to know about Virginia Mason Medical Center. This book gives you the complete story. It is essential reading. —David Cutler, former Senior Health Care Advisor, Obama Presidential Campaign An inspiring tale of leadership, discipline, and persistence by an organization committed to excellence in patient care. VMMC has redefined patient-centeredness as the core of process change. By so doing, not only has it transformed its culture and dramatically improved outcomes, it has set new standards for quality and efficiency. Must reading for all health care leaders who are serious about quality. —Lucian L. Leape, MD, Harvard School of Public Health This remarkable story of Virginia Mason's journey to Lean offers hope that America can achieve the high-quality, affordable care we all deserve. —Ceci Connolly, Freelance Writer How does a hospital change the very culture of medicine? By abandoning the philosophy that says This is the way we’ve always done it! That’s the essence of the amazing story of true change told by Charles Kenney in Transforming Healthcare: Virginia Mason Medical Center’s Pursuit of the Perfect Patient Experience. But hold on: This is not a cold chronicle of good people moving deck chairs around on the deck of the Titanic. This is genuine course-changing, history-changing work born of steely determination to stop hurting patients by finding ways of practicing medicine that tradition never taught.How does one transform to an idyllic hospital where errors never hurt patients and people are happy? By breaking the molds and infusing a common vision and by starting down the path Dr. Gary Kaplan and Virginia Mason were courageous enough to blaze ten years ago - when no one else was even peeking outside the box.If you intend to keep your patients safe - if you intend to improve the working environment, the bottom line, and the camaraderie of your hospital - you cannot ignore this story! This book isn’t about Lean, Toyota, or any single methodology as much as it’s about a refusal to maintain the terrible status quo documented by the Institute of Medicine in 1999. This book is the foundational element of understanding what it takes to really change a moribund culture. —John J. Nance, author, Why Hospitals Should Fly Virginia Mason Medical Center is widely recognized as the pioneer in applying the disciplines of the Toyota Production Systems to improve the delivery of health care. Now, with the publication of Transforming Health Care, we have a first-hand account of what they did and what they learned: the steps they took to make the concept of Team Medicine a reality; the struggles and successes in moving from physician-centric to patient-centered care; and the projects they have undertaken to redesign clinical pathways to eliminate waste and error, reduce scientific uncertainty, and promote patient preferences. An easy read, but also an in-depth account of Virginia Mason’s effort to transform itself. This book is a must for students of organizational behavior as well as for those who aspire to improve health care. —John E. Wennberg, MD, MPH, Peggy Y. Thomson Professor Emeritus (Chair) in the Evaluative Clinical Sciences & Founder and Director Emeritus, The Dartmouth Institute for Health Policy and Clinical Practice If you work in the health and medical care field and you believe you and your institution are as good as it is possible to be, you should read this book. It will reset your standards and show you how to produce more value for your patients at a lower cost. This is a front line story, not a pie in the sky theory or project of the month. It is a story about real people dedicated to the pursuit of habitual excellence. —Paul O’Neill, 72nd Secretary of the U.S. Treasury & former Chairman and CEO of Alcoa A comprehensive and insightful book that chronicles an arduous journey to achieve an exceptional patient-centered culture using a management system only now recognized as relevant to health care. This is a story of how Virginia Mason became the benchmark against which other health care systems must judge themselves, and a beacon in a field that has resisted change for far too long. —David M. Lawrence, MD, MPH, Chairman and CEO (retired), Kaiser Foundation Health Plan and Hospitals, Inc. The challenges to our U.S. health care system have never been greater. We are challenged by the high cost of care and less than optimal quality and safety. Virginia Mason Medical Center has been on a ten year journey to demonstrate just what is possible and the results have been profound. What is equally amazing, and must reading for health care leaders, is the story of their journey. It is possible to improve quality and safety while simultaneously reducing cost! —John Kitzhaber, MD, Governor of Oregon 1995-2003 U.S. health care is replete with stories of failed attempts to improve quality and control soaring costs, only to succumb to perverse incentives, infighting and an entrenched status quo. Virginia Mason offers a different path forward, by showing what happens when all of health care’s stakeholders — doctors, employers, insurers — align themselves behind pursuing the best care for the patient. It’s a potential model precisely because its leadership medical staff had to overcome the same challenges that affect hospitals and clinicians across the country today. —Vanessa Fuhrmans, The Wall Street Journal Congratulations to the Virginia Mason team for being another great example of committing to a compelling vision and to continuous quality improvement … . Thank You! —Alan Mulally, former President and CEO, Boeing Commercial Airplanes; current President and CEO, Ford Motor Company Health care transformation is a process not an event. This book richly describes this process at Virginia Mason — not just the principles but all the challenges along the way and how they were overcome. It is a textured account of an ongoing journey and as such is an invaluable aid to anyone serious about transforming their own organization. —Richard Bohmer, MBChB, MPH Professor of Management Practice, Harvard Business School This is the story of a journey. It’s a journey that began almost a decade ago, that continues today, and that will likely continue for the foreseeable future. Through a number of powerful case studies, this book illustrates how Virginia Mason Medical Center has steadily improved the safety, quality, and efficiency of its patient care — one process at a time. But more importantly, it is a study in leadership and cultural transformation in one of our nation’s most important industries — health care. That transformation has made patient-centered care much more than a slogan at Virginia Mason; it has become a way of doing business, each and every day. The beneficiaries of that transformation, first and foremost, are the patients Virginia Mason serves. But of equal importance is the new-found sense of accomplishment and satisfaction that these changes have engendered among the Medical Center’s physicians, management team and employees. This book is inspiring must reading for anyone who leads, or aspires to lead, any health care organization. — William F. Jessee, MD, FACMPE, President and CEO, Medical Group Management Association If you want to understand what health care can become, you need to know about Virginia Mason Medical Center. This book gives you the complete story. It is essential reading. —David Cutler, former Senior Health Care Advisor, Obama Presidential Campaign An inspiring tale of leadership, discipline, and persistence by an organization committed to excellence in patient care. VMMC has redefined patient-centeredness as the core of process change. By so doing, not only has it transformed its culture and dramatically improved outcomes, it has set new standards for quality and efficiency. Must reading for all health care leaders who are serious about quality. —Lucian L. Leape, MD, Harvard School of Public Health This remarkable story of Virginia Mason's journey to Lean offers hope that America can achieve the high-quality, affordable care we all deserve. —Ceci Connolly, Freelance Writer How does a hospital change the very culture of medicine? By abandoning the philosophy that says This is the way we’ve always done it! That’s the essence of the amazing story of true change told by Charles Kenney in Transforming Healthcare: Virginia Mason Medical Center’s Pursuit of the Perfect Patient Experience. But hold on: This is not a cold chronicle of good people moving deck chairs around on the deck of the Titanic. This is genuine course-changing, history-changing work born of steely determination to stop hurting patients by finding ways of practicing medicine that tradition never taught.How does one transform to an idyllic hospital where errors never hurt patients and people are happy? By breaking the molds and infusing a common vision and by starting down the path Dr. Gary Kaplan and Virginia Mason were courageous enough to blaze ten years ago - when no one else was even peeking outside the box.If you intend to keep your patients safe - if you intend to improve the working environment, the bottom line, and the camaraderie of your hospital - you cannot ignore this story! This book isn’t about Lean, Toyota, or any single methodology as much as it’s about a refusal to maintain the terrible status quo documented by the Institute of Medicine in 1999. This book is the foundational element of understanding what it takes to really change a moribund culture. —John J. Nance, author, Why Hospitals Should Fly Virginia Mason Medical Center is widely recognized as the pioneer in applying the disciplines of the Toyota Production Systems to improve the delivery of health care. Now, with the publication of Transforming Health Care, we have a first-hand account of what they did and what they learned: the steps they took to make the concept of Team Medicine a reality; the struggles and successes in moving from physician-centric to patient-centered care; and the projects they have undertaken to redesign clinical pathways to eliminate waste and error, reduce scientific uncertainty, and promote patient preferences. An easy read, but also an in-depth account of Virginia Mason’s effort to transform itself. This book is a must for students of organizational behavior as well as for those who aspire to improve health care. —John E. Wennberg, MD, MPH, Peggy Y. Thomson Professor Emeritus (Chair) in the Evaluative Clinical Sciences & Founder and Director Emeritus, The Dartmouth Institute for Health Policy and Clinical Practice Table of ContentsThe Blue Yarn. Safety Crusade. Ambulatory Care Breakthrough. Transforming Procedural Care. Transforming Inpatient Care. Better, Faster, More Affordable. Management Method. The Journey Continues.

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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 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 SynopsisTable of ContentsIntroduction 1 Part 1: Understanding Lean Six Sigma 5 Chapter 1: Defining Lean Six Sigma 7 Chapter 2: Understanding the Principles of Lean Six Sigma 27 Part 2: Lean Six Sigma Foundations 43 Chapter 3: Identifying Your Process Customers 45 Chapter 4: Understanding Your Customers’ Needs 55 Chapter 5: Understanding the Process 73 Chapter 6: Managing People and Change 97 Part 3: Understanding Performance and Analyzing the Process 109 Chapter 7: Gathering Data 111 Chapter 8: Presenting Your Data 133 Chapter 9: Identifying Root Causes 153 Chapter 10: Identifying Non-Value-Adding Steps and Waste 167 Chapter 11: Getting the Process to Flow 179 Part 4: Improving and Innovating 191 Chapter 12: Thinking Differently and Generating Solutions 193 Chapter 13: Discovering the Opportunity for Prevention 203 Chapter 14: Introducing Design for Six Sigma 217 Chapter 15: Discovering Design Thinking 235 Chapter 16: Applying Agile to Lean Six Sigma Projects 247 Part 5: Deploying Lean Six Sigma and Making Change Happen 257 Chapter 17: Running Rapid Improvement Events and Solving Problems with DMAIC 259 Chapter 18: Ensuring Everyday Operational Excellence 269 Chapter 19: Leading the Deployment and Selecting the Right Projects 279 Chapter 20: Putting It All Together: Checklists to Support Your DMAIC Project 297 Part 6: The Part of Tens 311 Chapter 21: Ten Tips for Best-Practice Project Storyboards 313 Chapter 22: Ten Pitfalls to Avoid 319 Chapter 23: Ten (Plus One) Places to Go for Help 327 Index 335

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Book SynopsisPublic Service Information Technology explains how all areas of IT management work together. Building a computer-based information system is like constructing a house; different disciplines are employed and need to be coordinated. In addition to the technical aspects like computer networking and systems administration, the functional, business, management, and strategic aspects all are equally important. IT is not as simple as expecting to use a software program in three months. Information Technology is a complex field that has multiple working parts that require proper management. This book demystifies how IT operates in an organization, giving the public manager the necessary details to manage Information Technology and to use all of its resources for proper effect.This book is for technical IT managers and non-technical (non-IT) managers and senior executive leaders. Not only will the Chief Information Officer, the IT Director, and the IT Manager find thisTable of ContentsList of Figures. List of Worksheets. Author. Introduction. Chapter 1: The IT Ecosystem: Elements Described. Chapter 2: IT Organization: People and Roles. Chapter 3: IT Budgeting: Realization of Long-Term Benefits. Chapter 4: IT System Selection: Moving Past Hype and Brand. Chapter 5: IT Contracting and Outsourcing: Achieving Maximum Value from Vendors. Chapter 6: IT Execution and Follow-Through: Daily Practice and Improvement. Chapter 7: Information Security: Protect and Safeguard the IT System. Chapter 8: IT Strategic Planning: Alignment with the Mission. Conclusion. Glossary of Terms. Answers to Chapter Quizzes. Bibliography. Manager’s Notes.

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Book SynopsisCachon Matching Supply with Demand, 4e is a clear, concise and more rigorous approach to an introductory Operations management course. Written by Wharton authors who use their guiding principles real operations, real solutions to bring the text and concepts to life, writing the majority of chapters from the perspective of specific companies. The real solutions refers to providing students with tools and strategies they can implement in practice and apply the author''s models in a realistic operational setting. The authors strive for real simple by using as little mathematical notation as possible, focusing on many real-world examples and consistent terminology and phrasing throughout. Table of Contents1. Introduction2. The Process View of the Organization3. Understanding the Supply Process: Evaluating Process Capacity4. Estimating and Reducing Labor Costs5. Batching and Other Flow Interruptions: Setup Times and the Economic Order Quantity Model6. The Link between Operations and Finance7. Quality and Statistical Process Control8. Lean Operations and the Toyota Production System9. Variability and Its Impact on Process Performance: Waiting Time Problems10. The Impact of Variability on Process Performance: Throughput Losses11. Scheduling to Prioritize Demand12. Project Management13. Forecasting14. Betting on Uncertain Demand: The Newsvendor Model15. Assemble-to-Order, Make-to-Order, and Quick Response with Reactive Capacity16. Service Levels and Lead Times in Supply Chains: The Order-up-to Inventory Model17. Risk-Pooling Strategies to Reduce and Hedge Uncertainty18. Revenue Management with Capacity Controls19. Supply Chain CoordinationAPPENDICES1. Statistics Tutorial2. Tables3. Evaluation of the Expected Inventory and Loss Functions4. Equations and Approximations

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Book SynopsisA hands-on introduction to the fields of business and management, this comprehensive text unveils the theories behind management and organization via a practice-led, international approach. In this fourth edition, the book expands with six new chapters on digital business transformation, internationalization, corporate social responsibility, the future of work, human resource management, and culture. In addition, the book contains new, topical practical examples, and features a fully modernized layout. This comprehensive, practice-led text will be valuable for students of business, management and organisation globally. A companion website offers students multiple choice questions, practical cases, and assignments, whilst instructors can assess exams, cases, and college sheets.Table of ContentsIntroduction The Evolution of Organisation and Management Part A: Organisations and their Environment 1. Environmental Influences 2. Strategic Management 3. Digital Transformation 4. Internationalisation 5. Corporate Social Responsibility, Corporate Governance, and Ethics Part B: People and Organisations 6. The Future of Work 7. Human Resource Management 8. Individuals and Groups 9. Leadership and Management Part C: Structure and Organisation 10. Process and Control 11. Structuring 12. Culture 13. Organisational Change and Development

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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 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 SynopsisTable of ContentsPreface Introduction to the Book Phase I: Process Concept Evolution Mark von Rosing, August-Wilhelm Scheer, Henrik von Scheel, John A. Zachman, James P. Womack, Daniel T. Jones, Marianne Fonseca, Keith Swenson Sun Tzu Adam Smith Taylorism Henry Ford Gantt Chart Frank B. Gilbreth Allan B. Mogensen Boeing B17 Ben S. Graham ASME Functional Flow Block Diagram og PERT (1950’erne) Data Flow Diagrams og IDEF (1970’erne) Zero Defects (1960’erne) Toyota Production System (1948-75) IDS Scheer John A. Zachman LEAN & Lean Consumption Business Process Reengineering TQM (+TQM Tools) Six Sigma What is BPM Phase II: BPM Way of Thinking Mark von Rosing, Wim Laurier, Maria Hove, Simon Polovina, Neil Kemp, Henrik von Scheel The value of an Ontology The BPM Ontology Process Tagging - Classification and categorization Process Templates Phase III -The BPM Way of Working Mark von Rosing, August W. Scheer, Henrik von Scheel, Adam D.M. Svendsen, Anette Bøgebjerg, Anni Olsen, Antony Dicks, Asif Gill, Bob J Storms, Cay Clemmensen, Christopher K. Swierczynski, Dan Moorcroft, Dan T. Jones, David Coloma, Dickson Hunja Muhita, Duarte Gonçalves, Hendrik Bohn, Fabrizio Maria Maggi, Fan Zhao, Fatma Dandashi, Fred Cummins, Gabriel von Scheel, Gary Doucet, Gabriella von Rosing, Gert O Jansson. Hans Scheruhn. Harald Van der Weel, Henk de Man, Henrik Naundrup Vester, Jacob Gammelgaard, James P. Womack, Jeanne Ross, John A. Zachman, John Bertram, John Golden, John M. Rogers, Jonnro Erasmus, Joshua Michael von Scheel, Joshua Waters, Justin Tomlinson, Keith Swenson, Karin Gräslund, Kenneth Dean Teske, Klaus Vitt, Krzysztof Skurzak, LeAnne Spurrell, Lloyd Dugan, Lotte Tange, Mads Clausager, Maria Hove, Mark Stanford, Marianne Fonseca, Marlon Dumas, Mathias Kirchmer, Maxim Arzumanyan, Michael Tisdel, Mikael Munck, Mike A. Marin, Mona von Rosing, Nathaniel Palmer, Neil Kemp, Nils Faltin, Patricia Kemp, Peter Franz, Rich Hilliard, Richard N. Conzo, Richard L. Fallon, Rogan Morrision, Ronald N. Batdorf, Sarel J. Snyman, Scott Davis, Simon Polovina, Steve Willoughby, Thomas Boosz, Thomas Christian Olsen, Ulrik Foldager, Victor Abele, Volker Rebhan, Wim Laurier, Yury Orlov, Zakaria Maamar Business Process Trends Building BPM Competencies - the BPM Center of Excellence The various BPM Roles Working with the BPM LifeCycle Process Analysis Process Build Process Deployment Process Monitoring & Process Maintenance Continuous Process Improvement Chief Process Officer - executing the strategy iBPM - Intelligent Business Process Management Evidence Based BPM Social Media & BPM BPM Maturity Phase IV -The BPM Way of Modelling Mark von Rosing, Conrad Bock, Henk deMan, Fred Cummins, Henrik von Scheel, Stephen White, Jonnro Erasmus, Mathias Kirchmer, David Coloma, Gabriella von Rosing, Henrik von Scheel, Karin Graeslund, Hans Scheruhn, Richard L. Fallon BPMN How to work with and model Business Processes Variations Focusing business processes on superior value creation: value oriented process modelling Sustainability Oriented Process Modeling Process Automation- Link between process models and information models Phase V - The Way of Implementation and Governance Mark von Rosing, Joshua von Scheel, Asif Gill, Maria Hove, Mona von Rosing, Joshua von Scheel, Dickson Muhita, Maria Hove, Gabriella von Rosing, Bob Storms, Dr. Hendrik Bohn, Joshua von Scheel, Richard Conzo, August W. Scheer, Nils Faltin, Kenneth Dean Teske, Michael D. Tisdel, Victor Abele, Justin Tomlinson, Henrik von Scheel, Gary Doucet, Gert O Jansson Agile BPM BPM Change Management BPM Governance BPM Portfolio Management Real Time Learning BPM BPM Alignment Business Process Outsourcing Phase VI - The Way of Training and Coaching Mark von Rosing, Henrik von Scheel, Marianne Fonseca, Maria Hove, Ulrik Foldager The need for a standardized and common Process Training Process eXpert Training Process Architect Training Process Engineer Training

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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 SynopsisAn essential resource to navigate a fast-changing and challenging world, this book presents core concepts and practical insights for enterprise risk management, business continuity management, and organizational resilience.Business continuity management is a critical aspect that investors and company directors evaluate in terms of an organizations' sustainability and future value propositions in the face of supply chain disruptions, threats of economic recession, climate change, and the COVID-19 pandemic. This guide demonstrates a simple and systematic way to ensure that businesses are prepared for any crisis or emergency, including steps to meet the specific requirements prescribed in the international Business Continuity Standard ISO 22301, with a particular focus on the oil and gas sector. The seasoned author team brings their experience to bear on critical issues such as: Where managers lose focus on the need for business continuity and how to regain it Table of ContentsAbbreviations. Foreword. About the Authors. Purpose of the Book – Prologue. Chapter 1 : Where do Leaders falter in implementing Business Continuity? Chapter 2 : Best Practice for Success in Business Continuity. Chapter 3 : Selecting a BCM Tool – Imperatives and Prime Considerations. Chapter 4 : Capital considerations for assessing Business Continuity requirements. Chapter 5 : “Peace Time” initiatives for Organization Management. Chapter 6 : Technology Resilience: How much should Business Continuity Manager know and contribute ? Chapter 7 : Implementing Business Continuity in Oil, Gas & Energy – Challenges & Issues. Chapter 8 : Business Continuity in Hard Times. Chapter 9 : What should HR consider in hiring Business Continuity Manager? Chapter 10 : Management involvement in BCM Test and Exercise – its depth. Chapter 11 : Management need and involvement in BCM Test & Exercise – its depth. Epilogue

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Book SynopsisThis book provides sample exercises, techniques, and solutions to employ mathematical modeling to solve problems in Operations Research and Business Analytics. Each chapter begins with a scenario and includes exercises built on realistic problems faced by managers and others working in operations research, business analytics, and other fields employing applied mathematics. A set of assumptions is presented, and then a model is formulated. A solution is offered, followed by examples of how that model can be used to address related issues.Key elements of this book include the most common problems the authors have encountered over research and while consulting the fields including inventory theory, facilities'' location, linear and integer programming, assignment, transportation and shipping, critical path, dynamic programming, queuing models, simulation models, reliability of system, multi-attribute decision-making, and game theory.In the hands of an experienced professi

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Book SynopsisCompanies all over the world are trying to upend their industry through innovative products and services. Becoming a disruptive organization, however, is easier said than done. Even more difficult is being a company that continually disrupts. Is it possible to discern a code for how companies can achieve this? In this highly readable and engaging book, a disruptive leadership framework is proposed in which caring deeply is placed at the center of the model. By turning care into a focal point, a triphasic model is proposed that moves from the personal sphere (individual), to the corporate arena (organizational), and then to the global stage (impact). Nine keys are identified along this path for how companies can realize organizational excellence. This second edition updates all the facts, data, and history around Apple since the first edition, and calls out how its revolution of care continues to not only validate it success but astound with its seemingly unfettered upside. Its ability to disrupt seems to have no limits thus challenging business leaders, present and future, to incorporate the DNA of care as they build and scale businesses. New case studies that supplement Appleâs story are provided. New application questions and assignments are provided for each chapter so it can now be readily used as a training tool for leadership development in companies, post-graduate programs, and in MBA programs.

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Book SynopsisToday is a Great Day! New Attitudes for Attaining Project Success is a beacon of positivity and inspiration to project managers who, in their day-to-day work, are beset with challenges and uncertainty. Through a blend of personal anecdotes, insightful reflections, and practical wisdom, the book shows project managers how to embrace each day with a sense of optimism and purpose.At the book's core is the message that attitude shapes outcomes. This powerful message helps readers to cultivate a mindset of gratitude and resilience, regardless of the circumstances they may face. Drawing from personal experience navigating the ups and downs of delivering projects, Bucero explains how adopting a positive outlook can transform obstacles into opportunities and setbacks into steppingstones.This call to action encourages readers to apply the insights gained from the book to their own projects. It guides project managers through the steps towards a positive attitude t

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Book SynopsisThis book presents issues related to supply chain management, considering contemporary conditions and turmoil. It shows how global events affect the effectiveness and efficiency of logistics, and thus shows how to take them into account and better manage logistics processes in these chains. The book provides readers with easy-to-use tools to plan and build supply chains that are resilient, reliable, and have reduced risk. The reader will also receive recommendations for the development and improvement of the efficiency of supply chains. Thanks to research and case studies, the reader can learn practical knowledge coming directly from leading companies implementing logistics processes on a global scale. The research results were presented transparently, enabling their practical application in future business activities. The book also discusses future technologies that are or will apply to supply chain management. These technologies are described in specific appl

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Book SynopsisBusiness functions planning complements strategic planning because it focuses on the detailed, short-term operations of specific departments within a company. In contrast, strategic planning takes a broader view, setting the long-term direction and goals for the entire organization. This book provides a detailed framework for systematic business planning. It presents techniques, example case studies, and working forms that guide you through preparing a business plan for your existing or future business. The book presents a framework of six steps through which each business passes, a pattern of procedures for straightforward planning, and the three fundamentals -- marketing strategy, operations strategy, and sensitivity analysis -- involved in any business planning project. Essentially, in the first part of the book, the role of business plans and it content is thoroughly explained. In the second part, the readers are introduced to the Systematic Planning of Business Functions (SPBF) design, and a real business case study is used as an example to illustrate the process.

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Book SynopsisBest Practice in Inventory Management 3E offers a simple, entirely jargon-free and yet comprehensive introduction to key aspects of inventory management. Good management of inventory enables companies to improve their customer service, cash flow and profitability. This text outlines the basic techniques, how and where to apply them, and provides advice to ensure they work to provide the desired effect in practice. With an unrivalled balance between qualitative and quantitative aspects of inventory control, experienced consultant Tony Wild portrays the many ways in which stock management is more nuanced than simple number crunching and mathematical modelling. This long-awaited new edition has been substantially and thoroughly updated.The product of decades of experience and expertise in the field, Best Practice in Inventory Management 3E provides students and professionals, even those with no prior experience in the area, an unbiased and honest picture of Table of ContentsTable of ContentsPREFACEINTRODUCTION1 THE BASIS OF INVENTORY CONTROL1.A The role of inventory management1.B Objectives for inventory control 1.C Profit through inventory management1.D Reasons for the current stock2 CUSTOMER SERVICE2.A Customer Relations2.B Measuring availability2.C Demand management2.D Consuming forecast demand and supply lead time3 SHAPING INVENTORY 3.A Using Pareto Analysis for control3.B ABC Analysis3.C Stock cover3.D Pareto stock balance4 PRACTICAL METHODS FOR REDUCING STOCKHOLDING4.A Approach to Inventory Reduction4.B The Reduction Project4 C Obsolete and Excess Stock5 MANAGEMENT AND CONTROL 5.A Where stock control fits into the organisation5.B Responsibilities and targets5.C Skills and Systems5.D Inventory valuation6 LEAN SUPPLY6.A Lean Supply Philosophy6.B Lean Principles6.C Implementing lean6.D Operational benefits of Lean Supply6.E Developing Lean Operations7 SAFETY STOCKS7.A Learning from History7.B Normal demand patterns7.C Evaluating safety stocks8 SETTING THE RIGHT STOCK LEVELS8.A Simple Assessment of Review Levels8.B Managing Lead Times8.C Supplier Delivery frequency effects 8.D Target stock levels9 PROCUREMENT 9.A The Role of Supply Chain Procurement 9.B Supply partnerships9.C Single Sourcing9.D Supply Partnerships9.E Vendor Appraisal9.F Pricing Methods10 DELIVERY QUANTITIES10.A Supply and Suppliers10.B Organising Repetitive Supply 10.C Order types10.D Order quantities10.E Delivery Quantities10.F Scheduling supply10.G Supply Co-ordination10.H Purchasing Processes11 FORECASTING DEMAND11.A Options for assessing demand 11.B Causes of forecasting inaccuracy11.C Methods of improving forecasting12 HISTORICAL FORECASTING TECHNIQUES12.A Basic Forecasting Techniques12.B Moving Average12.C Exponentially Weighted Averages12.D Improved Values for Mean Absolute Deviation12.E Choosing the Best Forecast - Focus Forecasting13 IMPROVED FORECASTING METHODS13.A More Forecasting Tools13.B Forecasting for seasonal sales14 DEPENDENT DEMAND14.A Avoiding uncertainty14.B Material requirements planning14.C Master planning15 SUPPLY CHAIN INVENTORY MANAGEMENT15.A The basis of the lean supply chain15.B Coordination15.C Supply Chain Operations 15.D Replenishment Techniques16 MEETING THE CHALLENGES 16.A Review16.B Recipe for successQUESTIONS & ANSWERS

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Book SynopsisIn recent years organizations of all kinds have learned that project working, once considered significant only for engineering and construction companies, can help to ensure that the intended benefits of business change will be realized in full and on time. This development means that more people than ever before need to understand the basic process, language and purpose of project working. That awareness is important not only for those actually engaged in project work, in all sectors of industry and commerce, but also for senior managers, project sponsors and the other stakeholders. The fourth edition of Essentials of Project Management is the junior complement to Dennis Lock''s comprehensive, successful and encyclopaedic textbook, Project Management (now in its Tenth Edition). Essentials provides a concise, straightforward account of the principles and techniques of project management, designed to meet the needs of the business manager or student. Using examples and illustrations, tTrade Review’Everyone who is involved in project management will benefit from reading this book. Dennis Lock has maintained the standard that we have come to expect of him in his writings and there is little doubt that this latest book will join his others as a must-have for all experienced and aspiring project managers. Companies whose business is project management should ensure that all its coal face employees have read this book and have the full support of the company so that they can implement the suggestions that Lock has been kind enough to make. Unlike several other books in the marketplace on project management, this book covers both project planning and project execution - the combination of which is necessary to achieve a wholly successful project. Inadequate project planning will make successful project execution a difficult, if not impossible, target to attain.’ Project Magazine, March 2015 Reviews of previous editions: 'Lock has moved even more closely to the life cycle concept that many of us use as the basis of developments in educational technology (and that all in information technology development have had to use for decades). ...This book is for business students and for serving managers with just an occasional project to steer. Steering any project will be much less trouble with this book to hand.' British Journal of Educational Technology 'Concise, straightforward and easy to read ... There is a logical progression about the text, which lends itself to frequent visits without heavy study ... There are many references in the book with examples, a good index, a comprehensive list of figures and a bibliography. There are also many illustrations, which are well laid out and easy-to-follow flow charts. This text would add value to any manager's bookcase and would support the learning of many students.' Training Journal 'The author argues that most managers will need, at some stage, to manage projects. Information specialists are no exceTable of ContentsList of Figures, Preface, 1 Introduction to Projects and their Management, 2. Defining the Project Task, 3. Estimating the Project Costs, 4. Managing Risk, 5. Organizing the Project, 6. Work Breakdown Structures, 7. Planning the Timescale, 8. Scheduling Project Resources, 9. Implementing the Project Plan, 10. Managing Purchasing, 11. Managing Changes, 12. Managing Costs, 13. Corporate Managers’ Support for the Project Manager, Select Bibliography, Index

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Book SynopsisNigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, an Honorary Professor at Bath University, and 'Honorary Fellow of the European Operations Management Association'. He is an educator, consultant, and writer with a wide experience in many sectors. Alistair Brandon-Jones is a Full Chaired Professor in Operations and Supply Chain Management, and Head of the Information, Decisions, and Operations Division at the University of Bath, School of Management. He is also an Adjunct Professor for Hult International Business School and Danish Technical University. Nicola Burgess is a Reader in Operations Management at W;arwick Business School. She has worked extensively with public sector organisations to understand operations management and improvement in a public sector context.Table of Contents Operations management and performanceIntroductionKey questions What is operations management? What is the input–transformation– output process? Why is operations management important to an organisation's performance? What is the process hierarchy? How do operations (and processes) differ? What do operations managers do? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Operations strategyIntroductionKey questions What is strategy and what is operations strategy? How does operations strategy align with business strategy (top-down)? How does operations strategy align with market requirements (outside-in)? How does operations strategy align with operational experience (bottom-up)? How does operations strategy align with operations resources (inside-out)? How are the four perspectives of operations strategy reconciled? How can the process of operations strategy be organised? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Product and service innovationIntroductionKey questions What is product and service innovation? What is the strategic role of product and service innovation? What are the stages of product and service innovation? What are the benefits of interactive product and service innovation? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Process design – resourcesIntroductionKey questions Why is choosing the right resources important? Do processes match volume–variety requirements? Are process layouts appropriate? Are job designs appropriate? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Process design – analysisIntroductionKey questions Why is it important to get the details of process design correct? What should be the objectives of process design? How are processes currently designed? Are process tasks and capacity configured appropriately? Is process variability recognised? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Supply chain managementIntroductionKey questions What is supply chain management? How should supply chains compete? How should relationships in supply chains be managed? How is the supply side managed? How is the demand side managed? What are the dynamics of supply chains Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Capacity managementIntroductionKey questions What is capacity management? How is demand measured? How is capacity measured? How is the demand side managed? How is the supply side managed? How can operations understand the consequences of their capacity management decisions? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Inventory managementIntroductionKey questions What is inventory? Why do you need inventory? How much should you order? (The volume decision) When should you order? (The timing decision) How can you control inventory? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Resource planning and controlIntroductionKey questions What is resource planning and control? What is the difference between planning and control? How do supply and demand affect planning and control? What are the activities of planning and control? What is enterprise resource planning (ERP)? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Operations improvementIntroductionKey questions Why is improvement so important in operations management? What are the key elements of operations improvement? What are the broad approaches to improvement? What techniques can be used for improvement? Why is risk management also improvement? Summary answers to key questionsProblems and applicationsWant to take it further?Notes on chapter Lean operationsIntroductionKey questions What is lean? How does lean consider flow? How does lean consider (and reduce) waste? How does lean consider improvement? How does lean consider the role of people? How does lean apply throughout the supply network? Summary answers to key questionsProblems and applicationsWant to take it further?Notes on chapter Quality managementIntroductionKey questions What is quality and why is it so important? What steps lead towards conformance to specification? What is total quality management (TQM)? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter Project managementIntroductionKey questions What are projects? What is project management? How is the project environment understood? How are projects defined? How are projects planned? How are projects controlled and learned from? Summary answers to key questionsProblems and applicationsWant to know more?Notes on chapter

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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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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 SynopsisThis book provides a powerful insight into strategic portfolio management and its central role in the delivery of organisational strategy, maximisation of value creation, and efficient allocation of resources and capabilities to achieve organisational strategic objectives. The book makes a valuable contribution to the development of thinking on the translation of strategy into actionable work. Whether you are a senior manager building a high-performing strategic portfolio for your organisation or an academic searching for new perspectives on strategy execution through portfolio management, you will find great significance in this book. Twenty-eight chapters in four sections provide multiple perspectives on the topic, with in-depth guidance on organisational design for strategic portfolio management and covering all process, capability, and leadership aspects of strategic portfolio management. The book includes several detailed case studies for the effective deployment of strategic portfolios, bringing together theory and practice for strategic portfolio management. This book is particularly valuable for advanced undergraduate and postgraduate students of project and portfolio management, strategic management, and leadership who are looking to expand their knowledge within the multi-project environment. Highly practical and logical in its structure, it also shows project management professionals how to effectively manage their business portfolios and align this with their business strategy.Trade Review"The authors of Strategic Portfolio Management have successfully integrated capabilities with complex adaptive systems, and the tools for flexing and adapting to the changing environment, to deliver strategic benefits and value for the organisation. It is a roadmap for transforming portfolio delivery in a networked and matrix world."Jo Stanford, ChPP FAPM, Head of Corporate Portfolio Office, Health Education England, UK"Strategic Portfolio Management addresses the important (but neglected) area of strategic portfolio management. Its stance combines practical insight and academic rigour and it will make an invaluable contribution to structuring and delivering strategic portfolios of projects."Naomi Brookes, PhD DIC FHEA, Professor of Complex Programme Management, WMG, University of Warwick, UK"Strategic Portfolio Management, all you should know about portfolios is in this book and more besides. This book is a comprehensive package of knowledge and assistance to anyone wishing to enhance the management of their business. It includes a good number of case studies embracing many business sectors."Graham Woodward, Ex Head of Project Management BAE Systems, CEng, FAPM, RPP, associate lecturer, University of Warwick, past deputy chairman APM and IPMA assessor, UKTable of ContentsForewordContributors PermissionsFigures and TablesPrefaceChapter 1 IntroductionKaty Angliss and Pete HarpumSECTION ONE: STRATEGIC PORTFOLIO MANAGEMENT IN CONTEXTSection One Introduction and Chapter QuestionsKaty AnglissChapter 2 Strategic Portfolio Management in ContextPete HarpumChapter 3 Organisational Strategy and Portfolio ManagementJayne RedfernChapter 4 Organisational Change and Portfolio Management Ranjit Sidhu and Pete HarpumChapter 5 Scenario Planning for Strategic PortfoliosCarol A. Long and Pete HarpumChapter 6 Delivering Strategic Value through the PortfolioPete Harpum and Carol A. LongChapter 7 Benefits Realisation Management as a Driver for Delivering Strategic ValueCarlos Serra and Pete HarpumChapter 8 Rethinking Portfolio SuccessDarren DalcherSECTION TWO: DEVELOPING AND MANAGING THE STRATEGIC PORTFOLIOSection Two Introduction and Chapter QuestionsKaty AnglissChapter 9 Portfolio Management IntegrationPete HarpumChapter 10 Environmental Factors and Portfolio Management CapabilitiesPete HarpumChapter 11 Portfolio Management Process DesignPete HarpumChapter 12 Strategic Portfolio SelectionPete HarpumSECTION THREE: PORTFOLIO MANAGEMENT CAPABILITIESSection Three Introduction and Chapter QuestionsKaty AnglissChapter 13 Asset and Resource ManagementCarol A. LongChapter 14 Business Integrated Portfolio GovernanceDavid Dunning and Katy AnglissChapter 15 The Strategic Portfolio Management OfficeAdam SkinnerChapter 16 Visualising Data for Portfolio Decision-makingCatherine KillenChapter 17 Portfolio Risk ManagementDavid HillsonChapter 18 Portfolio LeadershipStuart Forsyth and Carl GavinChapter 19 Managers' Roles in Strategic Portfolio ManagementMiia Martinsuo and Lauri VuorinenChapter 20 Enabling Adoption of Portfolio ManagementDonnie MacNicol and Adrian DooleyChapter 21 Supply Chain Integration and Portfolio ManagementAleksandar Nikolov and Pete HarpumChapter 22 Agile Portfolio ManagementSteve Messenger and Katy AnglissSECTION FOUR: STRATEGIC PORTFOLIO MANAGEMENT CASE STUDIESSection Four Introduction and Chapter QuestionsKaty AnglissChapter 23 Case Study - Engineering of Complex Systems with Portfolio ManagementDave YazdaniChapter 24 Case Study - Pharmaceutical Portfolio Decision ToolDave ReggiChapter 25 Case Study - Delivering a Multi-billion-pound PortfolioPaul TaylorChapter 26 Case Study - A Utilities and Construction PortfolioPaul TaylorChapter 27 Case Study - Portfolio Governance and LeadershipGeoff VincentChapter 28 Case Study - Portfolio Management Maturity Model DevelopmentPaul Clarke, Katy Angliss and Pete HarpumEnd NoteGlossaryIndex

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Book SynopsisHistorically, the integration of manufacturing methodologies into the office environment has proven to be problematic. Part of the difficulty lies in the fact that process workflows tend to be globally dispersed and thus rely heavily on information technology. But in complex service systems that contain a mix of employees, consultants, and technology, standardized protocols have been shown to reduce cycle time and transactional cost as well as improve quality. The successful application of Lean methodologies to improve process workflows is an efficient way to simplify operations and prevent mistakes. In Lean Six Sigma for the Office , Six Sigma guru James Martin presents proven modifications that can be deployed in offices, particularly those offices involved with global operations. Making use of Kaizen and Six Sigma concepts, along with Lean manufacturing principles, this book instructs managers on how they can improve operational efficiency and increase customer satisfaction. The author brings experience gleaned from his application of these methodologies in a myriad of industries to create a practical and hands-on reference for the office environment. Using a detailed sequence of activities, including over 140 figures and tables as well as checklists and evaluation tools, he demonstrates how to realize the rapid improvement of office operations, and how to eliminate unnecessary tasks through value stream mapping (VSM). The book also emphasizes the importance of strategic alignment of Kaizen events and the impact of organizational culture on process improvement activities. Latter chapters in the book discuss key elements of a change model in the context of transitional improvements as they relate to the process owner and local work team. By applying the proven principles found in this book, effective and sustainable organizational change can be accomplished, efficiency can be improved, and mistakes can be eliminated. This 2nd edition provides insight into the new tools and methods Lean Six Sigma process improvement professionals need to improve customer experience and increase productivity within high transaction processes across complex information technology ecosystems. It is one-stop self-contained reference for the application of Lean Six Sigma methods enhanced by powerful approaches for process improvement in highly complex service processes. Several new leading-edge topics are integrated into this new edition, such as: â The voice ofâ customers, suppliers, employees and partners â Design Thinking Alignment â Ecosystems in Information Technology â Metadata Definition and Lineage â Information Quality Governance â Big Data Collection and Analytics â Mapping High Volume Transactions through Systems â Robotic Process Automation Applications â Automating for Solution Sustainability â Governing Organizations â Data Privacy (General Data Protection Regulation)Table of ContentsContentsIntroduction ......................................................................................... xiiiAbout the Author .............................................................................. xxviiSTEP 1 Align Improvement OpportunitiesChapter 1 Strategy Alignment ............................................................. 3Chapter 2 Project Identification ....................................................... 51Chapter 3 Lean Six Sigma Basics ...................................................... 83STEP 2 Plan and Conduct the Rapid Improvement EventChapter 4 Rapid Improvement Events ............................................ 135Chapter 5 Data Collection and Analysis ........................................ 167Chapter 6 Process Improvement ..................................................... 225STEP 3 Implementing SolutionsChapter 7 Building a Case for Change ........................................... 259Chapter 8 Implementing Solutions ................................................. 277Chapter 9 Organizational Change .................................................. 303Index .................................................................................................... 339

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Book SynopsisFashion Supply Chain Management: Integrating Sustainability through the Fashion Supply Chain provides a comprehensive guide to the entire supply chain management process as it relates to the fashion industry; how fashion supply chains work from raw material to finished product, and how generic supply chain concepts are applied in the fashion context. It focuses on contemporary strategic issues with which the sector is currently confronted, some of its current challenges and the innovative ways the sector has developed to respond to these challenges.Concepts such as sustainability, fast fashion, raw materials, logistics and reverse logistics, costing, lean and agile manufacturing and other supply chain strategies are expertly covered in this work, with each area underpinned by the new technologies required to support supply chains in the fashion industry. Each chapter is complemented by an in-depth case study from a relevant global organization so that readers Table of ContentsList of Figures, About the Authors, Acknowledgements, Foreword, Chapter One: Overview of the Fashion Supply Chain, Chapter Two: From Raw Materials to Finished Goods, Chapter Three: Relationships in Supply Chains, Chapter Four: Fashion Logistics and Reverse Logistics, Chapter Five: Auditing and Managing Risk in The Supply Chain, Chapter Six: Costing in the Fashion Supply Chain, Chapter Seven Innovation and the Future of Fashion Supply Chains, Index

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Book SynopsisThe answer is root cause analysis, a process that allows you to find the cause of single events/problems in the workplace. The Root Cause Analysis Handbook presents a walkthrough example that illustrates the method and shows how to implement it.Because poor initial problem definition can (and often does) undermine the problem-solving process, Ammerman places special emphasis on this area to build a solid foundation for effective analysis. He also provides guidance on preparing the final report.The need for clear documentation on dealing with problems makes this book especially valuable for quality managers, engineers, safety managers, and teams implementing the ISO or QS standards. Written in a simple, user-friendly style, you will grasp the core concepts quickly and begin applying them to your work.

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Book SynopsisThis fast-paced business novel does for project management what The Goal and It''s Not Luck have done for production and marketing. Goldratts novels have traditionally slain sacred cows and delivered new ways of looking at processes which seem like common sense once you read them. Critical Chain is no exception. In perhaps Elis most readable book yet, two of the established principles of project management, the engineering estimate and project milestones, are found wanting and dismissed, and other established principles are up for scrutiny - as Goldratt once more applies his Theory of Constraints. The approach is radical, yet clear, understandable and logical. New techniques are introduced, and Project Buffers, Feeding Buffers, Limit Multitasking, Improved Communications and Correct Measurements make them work. Goldratt even handles the complicated statistics of dispersed variability versus accumulated variability so deftly you wont even be aware of learning about them - they ll just Trade Review'Anyone who doesn't snap up a copy is missing a wonderful opportunity for professional and personal development.' - Assembly 'This book is valuable to two main audiences: project managers and senior managers...useful for dealing with one of the most difficult and pressing management challenges: developing highly innovated new products.' - Harvard Business Review 'Eli Goldratt's first novel,The Goal, shook up the factory floor...Goldratt essentially adds a discipline for understanding what drives project performance and therefore what the focus of a project manager's attention should be." - Harvard Business Review 'Critical Chain will revolutionize project management.' - World Aero-Engine Review '... would be of use to project managers who require more sensitive project management methods than those they currently employ ... would also be useful for those who are not convinced of the benefit of project management methods.' - British Journal of Healthcare, Computing & Information ManagementTable of Contents1: Chapter 1; 2: Chapter 2; 3: Chapter 3; 4: Chapter 4; 5: Chapter 5; 6: Chapter 6; 7: Chapter 7; 8: Chapter 8; 9: Chapter 9; 10: Chapter 10; 11: Chapter 11; 12: Chapter 12; 13: Chapter 13; 14: Chapter 14; 15: Chapter 15; 16: Chapter 16; 17: Chapter 17; 18: Chapter 18; 19: Chapter 19; 20: Chapter 20; 21: Chapter 21; 22: Chapter 22; 23: Chapter 23; 24: Chapter 24; 25: Chapter 25

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Book SynopsisAims to give the reader an understanding of the ways in which manufacturing companies are organized, and the nature and diversity of engineering products. Other topics covered include the organization of production, and the planning and control of production.Table of ContentsPreface. 1.The manufacturing organisation. 2.Controlling. 3.Production organisation. 4.The product. 5.Quality control. 6.Work systems. 7.Demand forecasting. 8.Capacity management. 9.Project network analysis. 10.Production planning. 11.Batch processing. 12.Flow production. 13.Inventory management. Appendix: assignment based learning. Further reading. Answers to revision questions. Index.

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Book SynopsisForever Chemicals: Environmental, Economic, and Social Equity Concerns with PFAS in the Environment provides the reader with an understanding of the complex and interwoven issues associated with per- and polyfluorinated substances (PFAS) in our environment. The chapters provide in-depth perspective into various issues, including health, regulation, detection, clean-up strategies and technologies, and more. Taken together or as the reader's interests lead them, the variety of topics covered in the book present a balanced perspective on this complex topic.It will address the current state of PFAS and where indicators are pointing for future developments. The book is also a deeper investigation of the regulatory challenges, analytical hurdles, and toxicological progress to date for the suite of PFAS chemicals.Features Explains the trends that will affect future policy and regulatory decisions Looks holistic

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Book SynopsisThe world and its business environments are in a state of constant change. The reality today is that organizations and their leaders are faced with increasingly daunting demands for change and, unless they build organizations that can keep pace with these fast-changing environments, it will be a challenge simply to survive while, at the same time, continuing to thrive and embrace uncertainty and disorder.One effective example of a world-renowned company that survived an existential crisis to become one of the most iconic companies in the world: The LEGO Group. In Building a Global Learning Organization (CRC Press, 2014), the authors showed how to develop and implement a global structure for learning based on the TWI (Training Within Industry) methods. In that book, you learned how the LEGO Group worked on business transformation through changes in organizational learning systems, including new ways of working and other Lean transformational initiatives. Great organizatTrade ReviewThere are many books on change management that provide Do’s and Don’ts and advice, but this book provides practical tools that the LEGO Group has developed and honed to get people to be actively part of the change. These interventions, mostly for workshops, are laid out in train the trainer fashion with detailed guidance on preparation, facilitation and followup. Thanks to the LEGO Group for sharing what you have learned internally!Jeffrey K. Liker, Professor Emeritus,University of Michigan and Shingo Prize winning author of The Toyota WayIn Leading Transformations, author Gitte Jakobson delivers an insightful and invaluable guide on navigating the complex world of managing and leading transformation at one of the most iconic companies in the world: The LEGO Group. Drawing on behavioural science as the foundation to drive successful change, this book delves into the people side of change and how to adopt practical approaches that enable understanding, predicting and influencing of human behaviour. Leading Transformations provides a compelling framework with real-life examples, tools and strategies needed to manage and lead change effectively. Whether you’re a people manager, change practitioner or business leader looking to make a lasting impact, this book will provide you with invaluable insights to develop your own leadership capabilities and accelerate your impact in leading change.Melanie Warner, Head of Solutions EMEA, MindGymMany books have been written on this subject. What makes this book stand out from others is that Gitte has, and is still, living and breathing transformation in her everyday work. As in her previous book, Gitte has the unique ability to combine practice with reflection in a very down-to-earth style that is refreshing. Definitely a great handbook for anyone looking for guidance through a change process in the workplace.Stephen Joseph Burke, Organizational Psychologist Coach,Co-Owner Burke & MarcussenBuilding an organization capable of change and transformation, creating capacity and ability for change, is a task only a person of Gitte Jakobsen's talent and experience could lead. In this important and practical book, she explains the journey she took helping guide LEGO to restore profitability and prepare for future growth in new and existing markets. More specifically, Jakobsen tells us just how she led the process and the ways it transformed one of the best companies on the planet.Patrick Graupp, Owner, Vice President, Senior Master Trainer, The TWI InstituteTable of Contents1. INTRODUCTION: The LEGO® Group and Its Transformations, 2. SIMPLIFY TO GROW: Initial Pilot to Test and Learn, 3. Creating the LEGO® Way of Change, 4. Moment 1 – Getting Ready, 5. Moment 2 – Understanding the Change, 6. Moment 3 – Personalizing the Change, 7. Moment 4 – Navigating the Change, 8. Moment 5 – Living the Change, 9. Conclusion and Visionary View of the Future

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Book SynopsisThis flexible textbook provides an integrated approach to user experience (UX) writing and equips students and practitioners with the essential principles and methods to succeed in writing for UX.The fundamental goal of UX writing is to produce usable and attractive content that boosts user engagement and business growth. This book teaches writers how to create content that helps users perform desired tasks while serving business needs. It is informed by user-centered design, content strategy, artificial intelligence (AI), and digital marketing communication methodologies, along with UX-related practices. By combining writing-as-design and design-as-writing, the book offers a new perspective for technical communication education where UX design and writing are merged to achieve effective and desirable outcomes.Outlining the key principles and theories for writing user-centered content design, this core textbook is fundamental reading for students and early career practitioners in UX, technical communication, digital marketing, and other areas of professional writing.Trade Review“If you have a background in writing, this is the book you need to add the UX theory and techniques, as well as the specific types of writing UX writers do. You’ll enjoy the many examples, snapshots of UX writers on the job, and the practical exercises.”Janice (Ginny) Redish, author of Letting Go of the Words — Writing Web Content that Works.“This book is a must read. The authors articulate through robust professional spotlights, examples, and research the underlying principles and essential phases of the content design process and offer readers actionable guidance for engaging in UX writing work and for building a UX writing portfolio.”Rebekka Andersen, University of California Davis, USA. “This book is a necessary part of the future of the field. It is complete and comprehensive without being overwhelming. Each chapter is a sensible approach to learning. The organization of each chapter is presented in this way by design, perhaps, as its own lesson in UX writing.”Tracy Bridgeford, University of Nebraska Omaha, USA.Table of ContentsPart 1: Perspectives 1. Introduction to UX Writing 2. The UX Writing Process 3. Building a UX Writer Outlook Part 2: Processes 4. Empathizing with and Assessing User Needs 5. Defining Problems and Opportunities 6. Ideating and Prototyping Content 7. Testing, Managing, and Deploying Content 8. Tracking and Measuring Success Part 3: Practices 9. Popular UX Writing Genres and Tasks 10. The UX Writing Portfolio 11. Using Generative AI and Automating Your Content 12. AI Recipes for UX Writing

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Book SynopsisManaging Business Projects: The Essentials differs from many other project management textbooks. Foremost, it is about business projects as opposed to construction or engineering projects. Although many techniques, like schedule management, apply to both, they are usually applied differently. As its title conveys, the book explains the essential techniques and perspectives needed for business projects to be successful. The focus is on small- and medium-sized projects, up to $20 million, but often below $1 million. Some literature favors large and mega-projects, but for every mega-project, there are many thousands of smaller projects that are vital to the organization and could involve considerable complexity and risk. Nevertheless, the techniques outlined here also apply to mega-projects and their many subprojects; they even apply to some aspects of construction or engineering projects.This book does not aim to cover all project manageTable of ContentsPart 1. Overview of the Book and of Business Project Management 1. Introduction to the Book 2. Business Projects and Their Management 3. Methodology from Unusual Angles 4. The Business Project Environment Part 2. Core Elements of Business Project Management 5. Engaging with Stakeholders 6. Project Definition 7. Scope Definition 8. Project Estimating 9. Project Scheduling 10. Managing Project Quality 11. Managing Project Risk 12. Progress and Cost Tracking 13. Project Teams and Organization 14. Managing Project Issues 15. Project Change Control 16. Project Monitoring, Control, and Communication 17. Governance of a Project 18. Closing the Project Part 3. Special Topics Related to Business Project Management 19. Governance for a Portfolio of Projects 20. The Business Case End-To-End 21. Project Selection – Financial and Non-Financial Criteria 22. Project Procurement, Outsourcing, and Partnership 23. OCM – Organizational Change Management 24. Contracts for Business Projects 25. Project Review 26. Ethical Conduct and Adherence to Legislation 27. Project Negotiation 28. Managing International Projects 29. Dealing with Some Realities in Business Projects 30. Agile Approaches 31. Digital Tools for Project Management 32. Trends: The Future of Business Project Management Part 4. Wrap Up of the Book and Study Materials 33. Wrap-Up and How to Achieve Success 34. Study Guide 35. Quizzes and Answers 36. Cases to Support Your Learning 37. Answers for Cases Appendix 1: Glossary of Terms and AcronymsAppendix 2: Scheduling - Theory: Precedence DiagramsAppendix 3: Two Useful Templates

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Book SynopsisManaging Global Supply Chains is a practical and highly readable text with real-life examples and excellent coverage. It is an ideal companion for post-experience business students, learning professionals and anyone interested in supply chain management.Table of ContentsAcknowledgementsAbout the AuthorsPrefacePART 1: INTRODUCTIONChapter One The role of supply chain as a key value driver in global market Chapter Two Why Global Supply Chain Management Chapter ThreeUnderstanding Global Supply Chain Management and its building blocks Chapter FourContemporary Global Challenges in Supply Chain Management PART 2: BUILDING BLOCKS OF GLOBAL SUPPLY CHAINChapter FiveCustomer focus and demand Chapter SixResource and capacity management Chapter SevenProcurement , purchasing and supplier focus Chapter EightInventory management Chapter NineOperations management Chapter TenDistribution Management PART 3: NEW DEMANDS AND TRENDSChapter ElevenSupply chain in service sectors and non-profit and charity organisations Chapter TwelveGlobalisation and Supply chain in emerging markets Chapter ThirteenDigital Revolution and E- supply chain Chapter FourteenLean and agile supply chain Chapter FifteenSupply chain in the retail sector Chapter SixteenSustainable Supply Chain Chapter SeventeenSupply Chain for Major Projects Chapter EighteenQuantitative Analysis and Optimisation in Global Supply ChainsChapter NineteenSupply Chain StrategiesChapter TwentyManaging Supply Chain RisksPART 4: INTEGRATING SUPPLY CHAIN MANAGEMENTChapter Twenty oneSystems and Procedures Chapter Twenty twoSales and Operations Planning Chapter Twenty threeGlobal Supply Chain Performance Management Chapter Twenty fourCase Study examples ReferencesAppendicesGlossaryIndex

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Book SynopsisThe e-book+ version of the book, Pipeline Valve Technology, complements the other versions of the book. The e-book+ version provides the user with additional questions and answers at the end of each chapter to gauge and enhance the userâs understanding. The book covers the life cycle of pipeline valves, the largest and most essential valves in offshore pipeline engineering. Discussing the design process, testing, production, transportation, installation, and maintenance, the book also covers the risk analysis required to assess the reliability of these valves.Pipeline valves require particular attention to ensure they are safely designed, installed, and maintained, due to the high stakes. Failure would result in environmental pollution, the destruction of expensive assets, and potential loss of life. Proper installation and upkeep require specialist processes throughout the life cycle of the valve. This book is a key guide to these processes. Beginning by looking at the design of pipeline valves, this book details how conserving weight and space is prioritized, how materials are chosen, how thickness is calculated, and how leakage is minimized. It then discusses production and specific welding techniques to bond dissimilar materials, alongside casting and machining. Building on other discussions in the text with case studies and questions and answers for self-study, this book is the ideal guide to pipeline valves.This book will be of interest to professionals in the industries of offshore oil and gas, material engineering, coatings, mechanical engineering, and piping. It will also be relevant to students studying coating and welding, or mechanical, piping, or petroleum engineering.

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Book SynopsisMost successful organizations recognize Maintenance Parts and Procurement as a critical success factor to Asset Management Excellence and their fundamental supply chain value proposition. This book works as a guide to all the stakeholders that influence the success of their Maintenance Parts Operation and their enterprise's bottom line.Maintenance Parts Management Excellence: A Holistic Anatomy defines the Maintenance Parts Managements role in Asset Management Excellence and expands on the importance of the Parts Inventory Planner role in an organization. It discusses how to create a unique Maintenance Parts Management Strategy for an organization and offers insights on the multiple strategies needed to create and maintain a Maintenance Parts inventory policy. The book also provides an organized overall approach to creating Maintenance Parts Management Excellence in an enterprise.Executives with an organization responsible for the construction, manTable of Contents1. Introduction: Why Maintenance Parts Management Is Important. 2. Maintenance Parts Excellence Influences. 3. Maintenance Parts Strategy Development. 4. Organization Management in Maintenance Parts. 5. Change Enablement in Maintenance Parts. 6. Key Performance Metrics for Maintenance Parts Excellence. 7. Maintenance Parts Warehousing and Logistics. 8. Sourcing and Refurbishing Parts. 9. Inventory Planning and Policy Management. 10. Technologies Supporting Maintenance Parts Management. 11. Asset Lifecycle Alignment to Inventory Spare Parts Management. 12. Inventory Optimization Tactics in Spare Parts Management. 13. Preparing for Uber Change in Maintenance Parts Management. 14. Opportunities for Outsourcing in Maintenance Parts Management. 15. Maintenance Parts Sales. 16. An Anatomy of Maintenance Parts Management Excellence. Appendix A1. Maintenance Parts Excellence Questionnaire. Appendix A2. Basic Inventory Planning Replenishment Logic. Appendix A3. Reliability-Centered Maintenance Process Description.

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Book SynopsisUncertainty permeates every thinkable aspect of project work and mastering information awareness and availability is the key to controlling benefits, budgets, and timelines. This book offers a theoretical framework and practical guidelines to systematically minimize uncertainty, thereby increasing the chances of project success.To paraphrase Henry Ford, transitioning from traditional risk management to mastering project uncertainty implies abandoning the quest for faster horses in favor of driving cars toward your project's destination. This book presents the road map to this transition, with Part I providing a theoretical foundation for uncertainty management using systems thinking. Part II introduces strategies supported by practical techniques to master uncertainty through: Raising information awareness Increasing information availability Improving the effective use of information Maximizing information efficiency This book's Table of ContentsINTRODUCTION. Chapter 1: Organizing for success. Chapter 2: Methodology. Chapter 3: Project uncertainty. Chapter 4: Assignment uncertainty. Chapter 5: Context uncertainty. Chapter 6: Decisions under uncertainty. Chapter 7: Method uncertainty. Chapter 8: Scenario uncertainty. Part II INTRODUCTION. Chapter 9: Raising information awareness. Chapter 10: Increasing information availability. Chapter 11: Improving information effectiveness. Chapter 12: Increasing information efficiency. POSTFACE

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