Atnaujinkite slapukų nuostatas

El. knyga: Lean Retail and Wholesale

4.25/5 (14 ratings by Goodreads)
  • Formatas: 336 pages
  • Išleidimo metai: 13-May-2014
  • Leidėjas: McGraw-Hill Professional
  • Kalba: eng
  • ISBN-13: 9780071829861
Kitos knygos pagal šią temą:
Lean Retail and WholesaleDidesnis paveikslėlis
  • Formatas: 336 pages
  • Išleidimo metai: 13-May-2014
  • Leidėjas: McGraw-Hill Professional
  • Kalba: eng
  • ISBN-13: 9780071829861
Kitos knygos pagal šią temą:

DRM apribojimai

  • Kopijuoti:

    neleidžiama

  • Spausdinti:

    neleidžiama

  • El. knygos naudojimas:

    Skaitmeninių teisių valdymas (DRM)
    Leidykla pateikė šią knygą šifruota forma, o tai reiškia, kad norint ją atrakinti ir perskaityti reikia įdiegti nemokamą programinę įrangą. Norint skaityti šią el. knygą, turite susikurti Adobe ID . Daugiau informacijos  čia. El. knygą galima atsisiųsti į 6 įrenginius (vienas vartotojas su tuo pačiu Adobe ID).

    Reikalinga programinė įranga
    Norint skaityti šią el. knygą mobiliajame įrenginyje (telefone ar planšetiniame kompiuteryje), turite įdiegti šią nemokamą programėlę: PocketBook Reader (iOS / Android)

    Norint skaityti šią el. knygą asmeniniame arba „Mac“ kompiuteryje, Jums reikalinga  Adobe Digital Editions “ (tai nemokama programa, specialiai sukurta el. knygoms. Tai nėra tas pats, kas „Adobe Reader“, kurią tikriausiai jau turite savo kompiuteryje.)

    Negalite skaityti šios el. knygos naudodami „Amazon Kindle“.

This book "examines Lean opportunities from the viewpoint of retail strategy, merchandise management, and store and distribution operations, and provides a holistic, systematic approach for identifying and eliminating non-value-added activities. The Leantechniques presented can be applied to traditional brick-and-mortar retailers and wholesalers as well as e-business."--Back cover.

Best practices for implementing Lean techniques in retail and wholesale

“Lean Retail & Wholesale is a highly insightful and succinct guide to lean application and a valuable resource for any retailer or wholesaler seeking a competitive edge.” --APICS Magazine, January/February 2015

“Essential reading for those who want to learn how Lean provides a competitive edge in today’s fast-paced, multi-channel, and cost-conscious environment.” --Mark Temkin, Director, Demand Planning, Barnes & Noble, Inc.

“Provides an enlightening perspective on the applications of Lean principles to the increasingly challenging worlds of the retail and wholesale sectors.” --Professor C. John Langley, Jr., Penn State University

Featuring real-world case studies, this practical, streamlined guide reveals how utilize a comprehensive Lean methodology throughout retail and wholesale businesses to reduce costs and improve productivity, quality, customer service, and profitability.Lean Retail and Wholesale examines Lean opportunities from the viewpoint of retail strategy, merchandise management, and store and distribution operations and provides a holistic, systematic approach for identifying and eliminating non-value-added activities. The Lean techniques presented can be applied to traditional brick-and-mortar wholesalers and retailers as well as e-businesses.

Coverage includes:

  • Using Lean as a tool to survive and thrive in retail and wholesale
  • (R)evolution of retail--from the general store to e-commerce
  • The Lean journey from goods to services
  • Lean retail and wholesale: early signs of promise
  • Basic Lean concepts and tools: building a solid foundation
  • Advanced Lean concepts and tools: K.I.S.S. (keep it simple and straightforward)
  • Retail strategy: sales and marketing, location, human resources management, IT, supply chain management, and customer relationship management
  • Merchandise management: planning, buying, pricing, and communications
  • Store operations management
  • Lean retail and wholesale distribution
  • Lean assessments and value stream mapping
  • Leadership, culture, teams, and training
  • Partnering, outsourcing, import, technology, and Six Sigma
  • Critical thinking and continuous improvement: methodology, education, training, and analytics
  • Defining and measuring success—measurements and current statistics
  • The road ahead: thoughts and suggestions on the future of Lean in retail and wholesale

Preface xv
PART I Current State
Chapter 1 Introduction: Using Lean as a Tool to Survive and Thrive in Retail and Wholesale
3(12)
Why Implement Lean in Retail and Wholesale?
4(1)
Challenges in Retail and Wholesale
5(1)
Need for Lean in Retail and Wholesale
6(6)
Retail Strategy Viewpoint (Including Sales and Marketing, Location, Human Resources Management, IT, Supply Chain Management, and Customer Relationship Management)
6(3)
Merchandise Management Viewpoint (Planning, Buying, Pricing, and Communications)
9(1)
Store and Distribution Operations Viewpoint
10(2)
The SCOR Model and Lean Retail and Wholesale
12(1)
Making Change Successful
13(2)
Chapter 2 (R)evolution of Retail: From the General Store to E-commerce
15(8)
Retail Versus Wholesale
15(2)
Retail and Wholesale Defined
15(1)
Retail Classifications and Types
16(1)
History of Retail
17(2)
Pre-World War II
17(1)
Retail Growth (1945--1975)
17(1)
Big-Box Stores and Category Killers (1975--1990)
17(1)
Retail Consolidation (1990--2000)
17(1)
The Twenty-First Century (2000--Present)
18(1)
Retail's Value in the Distribution Channel
19(4)
Value as a Utility
19(1)
Value as an Activity
19(1)
Vertical Integration
20(1)
Value Chain
20(1)
Activities That Add Value
20(1)
Strategies for Tough Times
21(2)
Chapter 3 The Lean Journey: From Goods to Services
23(8)
Evolution of Lean
23(8)
Manufacturers and Wholesalers Partner with Retailers
25(2)
Lean Office
27(1)
Lean Supply Chain and Logistics Management
27(1)
Integrated and Agile Supply Chain
28(1)
Current State of Lean
29(2)
Chapter 4 Lean Retail and Wholesale: Early Signs of Promise
31(12)
Plan
31(1)
Source or Make
32(3)
Why VMI in Retail?
33(2)
Deliver
35(3)
E-commerce
37(1)
Return
38(1)
Where Do We Go from Here?
39(4)
PART II Future State
Chapter 5 Thinking Lean: Basic Lean Concepts and Tools---Building a Solid Foundation
43(22)
What Is "Waste"?
43(1)
Inventory Waste
44(1)
Transportation or Movement Waste
45(1)
Motion Waste
46(1)
Waiting Waste
46(1)
Overproduction Waste
47(1)
Overprocessing Waste
47(1)
Defect or Error Waste
48(1)
Behavioral Waste (or Underutilized Employees)
49(1)
Waste in Retail Store Operations
49(1)
Thinking Differently
50(1)
Basic Lean Tools
50(15)
Standardized Work
51(2)
Visual Job Aids
53(2)
Visual Workplace
55(1)
Layout
56(2)
Workplace Organization and Standardization: 5S
58(1)
Sort Out
59(2)
Set in Order
61(1)
Shine
61(1)
Standardize
62(1)
Sustain
63(2)
Chapter 6 Thinking Lean: Advanced Lean Concepts and Tools---KISS (Keep It Simple and Straightforward)
65(18)
Batch Size Reduction and Quick Changeover
65(5)
Batch Size Reduction
66(1)
Quick Changeover/Setup Reduction
66(4)
Kanbans
70(2)
Quality at the Source
72(1)
Work Cells
72(2)
Balancing a Work Cell
73(1)
Total Productive Maintenance
74(4)
Overall Equipment Effectiveness
75(3)
Lean Analytical Tools
78(1)
Tools for Gathering Data
78(1)
Tools for Organizing Data
78(1)
Tools for Identifying Problems
78(1)
Lean Six Sigma
79(4)
Lean Six Sigma in Retail
81(1)
DMAIC
81(2)
Chapter 7 Being Lean: Retail Strategy---Sales and Marketing, Location, Human Resources Management, IT, Supply Chain Management, and Customer Relationship Management
83(36)
Retail Strategic Plan
84(6)
Mission Statement
84(1)
Situation or SWOT Analysis
84(2)
Setting Objectives
86(1)
Obtaining and Allocating Resources
87(1)
Developing the Strategic Plan
87(1)
Strategy Implementation and Control
88(1)
Lean Strategic Focus: Retail Value Chain
89(1)
Marketing and Sales Strategy
90(7)
Product
90(1)
Price
90(1)
Place
90(1)
Promotion
91(1)
Lean Marketing
91(5)
Sales and Marketing Waste---Final Thoughts
96(1)
Location Strategy
97(2)
Retail Location Theories
97(1)
Retail Location Lean Opportunities
98(1)
Human Resources Strategy
99(6)
Labor Productivity
99(1)
Lean Failure
100(1)
Implementing Lean
101(1)
Working Together
102(3)
Information Systems and Supply Chain Strategy
105(9)
Retail Technology Basics
105(1)
Retail Supply Chain Technology (Information Flow)
106(5)
Retail Supply Chain and Logistics Management (Material Flow)
111(3)
Customer Relationship Management Strategy
114(5)
CRM Defined
114(1)
CRM Goal
115(1)
CRM Best Practices
115(1)
CRM Process
116(1)
CRM Status
117(2)
Chapter 8 Being Lean: Merchandise Management---Planning, Buying, Pricing, and Communications
119(30)
Lean Merchandise Management
119(2)
Lean Manufacturing and Retail Merchandising Comparison
120(1)
Merchandise Management Process
121(17)
Factors That Affect Merchandising
121(3)
Merchandise Manager's Role
124(1)
Forecasting Process
125(7)
Determining the Merchandise Requirement
132(6)
Acquisition
138(11)
Lean Buying
138(3)
Merchandise and Assortment Planning Software
141(2)
Wholesale Forecasting and Inventory Planning
143(1)
Sales and Operations Planning (Also Known as Integrated Business Planning) in Retail and Wholesale
144(5)
Chapter 9 Being Lean: Store Operations Management
149(26)
Recent Trends
149(2)
Store Operations
151(11)
Service Matrix
151(1)
Service Blueprint
152(1)
Management Responsibility
153(9)
Store Design, Layout, and Visual Merchandising
162(13)
Store Design
162(1)
Store Layout
163(4)
Visual Merchandising
167(3)
Customer Service
170(5)
Chapter 10 Being Lean: Retail and Wholesale Distribution
175(14)
Eight Wastes Applied to Warehouse Operations
176(1)
Lean Thinking in the Warehouse
176(7)
"Assembling" Orders
177(2)
Reverse Logistics
179(2)
Value Stream Mapping in the Warehouse
181(1)
Lean Tools in the Warehouse
182(1)
Lean Warehouse Examples
183(6)
Lean Enabling Technology in a Warehouse
186(3)
Chapter 11 Being Lean: Getting Started---Lean Assessments and Value Stream Mapping
189(20)
Lean Opportunity Assessment
189(2)
Value Stream Mapping
191(11)
Value Stream Mapping Defined
191(1)
Benefits of Value Stream Mapping
192(1)
Value Stream and Product Family
193(1)
Takt Time
193(1)
Value Stream Manager
193(1)
Goals and Objectives
193(1)
Steps in Creating a Current-State Value Stream Map
194(1)
Data Collection
195(2)
Future-State Value Stream Map
197(2)
Where to Look
199(3)
Implementation Plan
202(1)
Lean Teams
202(3)
Team Charter
204(1)
The Team Makeup
204(1)
Kaizen Events
205(4)
Kaizen Event Management
206(3)
Chapter 12 Staying Lean: Leadership, Culture, Teams, and Key Success Factors
209(10)
Building a Lean Organization
209(1)
Organizational Culture
210(1)
Lean Culture
211(1)
Key Success Factors
212(2)
Management Leadership and Support
212(1)
Lean Training
213(1)
Lean Infrastructure
213(1)
Teamwork and Lean
214(1)
Making Teamwork Happen
215(1)
Elements Needed for Sustainability and Success
215(4)
Leadership Model
215(4)
Chapter 13 Becoming Even Leaner: Partnering, Outsourcing (Private Labeling), Import (Logistics), Technology, (Lean) Six Sigma and Lean Systems
219(22)
Partnering
219(3)
Condis-Henkel Example
220(1)
Veropoulos-Elgeka-P&G Hellas-Unilever Example
221(1)
Liquor Control Board of Ontario Example
221(1)
Outsourcing (Private Labeling)
222(2)
Benefits
223(1)
Import (Logistics)
224(2)
Keys to Global Logistics Excellence
224(2)
Technology
226(5)
Technology in Partnering
227(1)
Technology in Retail Marketing
228(1)
E-commerce
229(1)
M-commerce
230(1)
(Lean) Six Sigma
231(4)
Big-Box U.S. Retail Leader Example
233(1)
Staples Example
234(1)
Additional Lean Six Sigma Retail and Wholesale Examples
234(1)
A Lean System
235(6)
Toyota Production System
236(1)
DuPont Production System
237(4)
PART III Lean Forward
Chapter 14 Critical Thinking and Continuous Improvement: Methodology, Education, Training, and Analytics
241(12)
Methodology or Approach
241(3)
Example: North American Distributor's Approach
243(1)
Example: Spanish Supermarket Chain's Approach
243(1)
Training
244(1)
Training Methods
244(3)
Traditional Methods
244(3)
Selecting the Training Delivery Method
247(2)
Consultants
247(1)
Training---Key Management Team (Seminars, Certifications, and the Like)
247(1)
Training---General Workforce
248(1)
Training---Tools and Tips
249(1)
Games
249(1)
Handouts and Forms
249(1)
Language Barrier
250(1)
Measuring Success
250(3)
Chapter 15 Defining and Measuring Success: Measurements and Current Statistics
253(8)
Key Performance Indicators
254(2)
Dashboards to Display and Control Metrics
256(1)
Indicators
256(1)
Review Scorecard during S&OP
256(1)
Relevant Lean Retail and Wholesale Supply Chain and Logistics Metrics
257(1)
Delivery Reliability
257(1)
Responsiveness
258(1)
Flexibility
258(1)
Cost
258(1)
Asset Management
258(1)
Balanced Scorecard
258(3)
Retail Balanced Scorecard Examples
259(2)
Chapter 16 The Road Ahead: Thoughts and Suggestions on the Future of Lean in Retail and Wholesale
261(10)
People, Process, and Technology Views
261(4)
People
261(2)
Process
263(1)
Technology
264(1)
Trends
265(3)
Retail
265(2)
Wholesale Distribution
267(1)
Wrap-Up
268(1)
Conclusion
269(2)
Appendix A Case Studies 271(20)
Appendix B Lean Assessment Scorecard 291(14)
References 305(8)
Index 313
Paul Myerson (Aberdeen, NJ) has more than 30 years' experience in supply chain strategies, system, and operations. He is a managing partner at Logistics Planning Associates, LLC, a supply chain planning software and consulting business.
Daugiau apie elektronines knygas Daugiau apie elektronines knygas
Pastovi nuoroda: https://www.kriso.lt/db/97800718298616e.html
Raktažodžiai: