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Lean Supply Chain and Logistics Management [Kietas viršelis]

3.82/5 (157 ratings by Goodreads)
  • Formatas: Hardback, 288 pages, aukštis x plotis x storis: 234x163x25 mm, weight: 558 g, 50 Illustrations
  • Išleidimo metai: 16-Apr-2012
  • Leidėjas: McGraw-Hill Professional
  • ISBN-10: 007176626X
  • ISBN-13: 9780071766265
Kitos knygos pagal šią temą:
Lean Supply Chain and Logistics ManagementDidesnis paveikslėlis
  • Formatas: Hardback, 288 pages, aukštis x plotis x storis: 234x163x25 mm, weight: 558 g, 50 Illustrations
  • Išleidimo metai: 16-Apr-2012
  • Leidėjas: McGraw-Hill Professional
  • ISBN-10: 007176626X
  • ISBN-13: 9780071766265
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9780071766265.html
Raktažodžiai:
Myerson, a supply chain consultant, explains basic and advanced Lean methods and shows how to use them to lower costs and avoid waste in the supply chain. He defines different types of waste in the supply chain, such as inventory, transportation, overproduction, and behavioral waste, and explains the cost structure of the supply chain in depth. Examples come from major companies such as Wal-Mart and Dell. The book also offers advice on starting, promoting, and implementing a Lean plan, emphasizing collaboration with suppliers and customers, and vendor-managed inventories. The last two chapters focus on training employees and managers for Lean. A 50-page appendix offers many detailed, real-life case studies. Another appendix provides organizational assessment instruments. Myerson teaches at Kean University. Annotation ©2012 Book News, Inc., Portland, OR (booknews.com)

"The documented benchmarks for success and the many examples help explicate the complexities for the reader. The book is organized and written so that it will be useful as an introduction to the field and also as a reference when special challenges arise for the practicing manager." -- DR. JOHN J. COYLE, Professor Emeritus of Logistics and Supply Chain Management, Department of Supply Chain and Information Systems, Smeal College of Business, Pennsylvania State University

"The book is a must-read for all supply chain managers seeking to drive down costs and improve profits and must be read before any investment is made in your supply chain. Get copies for your controller and all senior managers...this book lays it all out."
-- DR. RICHARD LANCIONI, Chair, Marketing & Supply Chain Management, Fox School of Business, Temple University

Expert Strategies for Improving Supply Chain and Logistics Performance Using Lean

This practical guide reveals how to identify and eliminate waste in your organization's supply chain and logistics function. Lean Supply Chain and Logistics Management provides explanations of both basic and advanced Lean tools, as well as specific Lean implementation opportunities. The book then describes a Lean implementation methodology with critical success factors. Real-world examples and case studies demonstrate how to effectively use this powerful strategy to realize significant, long-term improvements and bottom-line savings.

COVERAGE INCLUDES:
* Using Lean to energize your supply chain * The eight wastes * Lean opportunities and JIT in supply chain and logistics * Lean tools and warehouse * Global lean supply chain and logistics * Lean opportunity assessment, value stream mapping, and Kaizen event management * Best-in-class use of technology with Lean * Metrics and measurement * Education and training

Valuable training slides are available for download.

Foreword xv
Preface xvii
Chapter 1 Introduction: Using Lean to Energize Your Supply Chain
1(10)
What Is Lean?
1(1)
Lean Failure
2(1)
Implementing Lean
2(1)
Supply Chain and Logistics Management Defined
3(3)
Why All the Interest in Lean Supply Chain Management?
6(5)
Chapter 2 Historical Perspective: From Lean Manufacturing to Lean Enterprise... the Need for Speed
11(8)
Evolution of Lean
11(2)
The Need for Speed
13(1)
Lean Office
14(1)
Lean Supply Chain and Logistics Management
14(2)
Lean Six Sigma
15(1)
Cycle Time versus Processing Time
16(3)
Takt Time
17(1)
Dock-to-Dock Time
18(1)
Chapter 3 The Eight Wastes: Waste Not, Want Not
19(8)
What Is "Waste"?
19(1)
The Eight Wastes
20(5)
Inventory Waste
20(1)
Transportation or Movement Waste
21(1)
Motion Waste
22(1)
Waiting Waste
23(1)
Overproduction Waste
23(1)
Overprocessing Waste
24(1)
Defect or Error Waste
24(1)
Behavioral Waste (or Underutilized Employees)
25(1)
Thinking Differently
25(2)
Chapter 4 Lean Opportunities in Supply Chain and Logistics: Forest for the Trees
27(14)
Plan
27(4)
Wastes in Forecasting
29(2)
Source
31(2)
Make
33(3)
Make to Order (MTO) versus Make to Stock (MTS)
33(1)
Distribution Requirements Planning
34(2)
Deliver
36(2)
Return
38(3)
Chapter 5 Basic Lean Tools: You Can't Build a House without a Solid Foundation
41(16)
Standardized Work
42(5)
Visual Job Aids
44(3)
Visual Workplace
47(1)
Layout
48(1)
5S: Workplace Organization and Standardization
48(9)
Sort Out
50(2)
Set in Order
52(1)
Shine
52(1)
Standardize
53(1)
Sustain
54(3)
Chapter 6 Advanced Lean Tools: It's Not Rocket Science
57(20)
Batch Size Reduction and Quick Changeover
57(5)
Batch Size Reduction
58(1)
Quick Changeover
58(4)
Kanbans
62(2)
Quality at the Source
64(1)
Work Cells
65(3)
Balancing a Work Cell
66(2)
Total Productive Maintenance
68(4)
Overall Equipment Effectiveness
68(4)
Lean Analytical Tools
72(5)
Tools for Gathering
72(1)
Tools for Organizing
72(1)
Tools for Identifying Problems
72(5)
Chapter 7 JIT in Supply Chain and Logistics: This JIT Is Good
77(10)
Areas of Focus
77(2)
Network Design
79(1)
Integration of Resources
79(1)
Walmart and Dell: Examples of JIT in the Supply Chain
80(3)
Visibility and Reliability
83(1)
Cross Docking
84(3)
Chapter 8 Lean Warehouse: Low-Hanging Fruit
87(8)
Lean Thinking in the Warehouse
87(3)
"Assembling" Orders
88(1)
Value Stream Mapping in the Warehouse
89(1)
Lean Tools in the Warehouse
90(1)
Lean Warehouse Examples
90(5)
Chapter 9 Lean Global Supply Chain and Logistics: The Long and Winding Road
95(10)
The Logistics of a Global Supply Chain
95(1)
Value Stream Mapping to Identify Waste
96(4)
Areas of Potential Waste in the Global Supply Chain and Logistics Network
97(3)
Areas to Reduce Waste
100(5)
Keys to Global Logistics Excellence
101(2)
Addressing Wastes in the Global Supply Chain
103(2)
Chapter 10 Keys to Success: The Patient Gardener
105(10)
Key Success Factors
105(2)
Lean Training
105(1)
Management Support
106(1)
Lean Structure
106(1)
Teamwork and Lean
107(2)
Making Teamwork Happen
108(1)
Sales and Operations Planning (S&OP)
109(2)
S&OP Defined
109(1)
Supply and Demand Options
110(1)
The S&OP Process
110(1)
S&OP and Lean
111(4)
Working Together
112(3)
Chapter 11 Getting Started: Lean Forward
115(20)
Lean Opportunity Assessment
115(1)
Value Stream Mapping
116(12)
Value Stream Mapping Defined
117(1)
Value Stream Mapping Benefits
118(1)
Value Stream and Product Family
118(1)
Takt Time
119(1)
Value Stream Manager
119(1)
Goals and Objectives
119(1)
Steps to Creating a Current State Value Stream Map
120(2)
Data Collection
122(1)
Future State Value Stream Map
123(2)
Where to Look
125(1)
Implementation Plan
126(2)
Lean Teams
128(3)
Team Charter
129(1)
The Team Makeup
129(2)
Kaizen Events
131(4)
Kaizen Event Management
132(3)
Chapter 12 Lean and Technology: Why Can't We All Just Get Along?
135(12)
Lean and Technology: Background
135(2)
Best-in-Class Use of Technology with Lean
136(1)
Enterprise Resource Planning (ERP) Systems
137(1)
Demand Forecasting
138(2)
Trends Driving the Use of Technology to Reduce Waste
139(1)
Distribution Requirement Planning (DRP)
140(2)
DRP and Demand Pull
140(2)
Advanced Planning and Scheduling Systems
142(1)
Benefits of Advanced Planning and Scheduling Systems
142(1)
Warehouse Management System (WMS) Software and Radio Frequency Identification (RFID)
143(1)
Warehouse Management Systems in Waste Reduction
143(1)
Transportation Management Systems (TMS)
144(3)
Benefits of Transportation Management Systems
144(3)
Chapter 13 Beyond the Four Walls: I Can See Clearly Now
147(10)
Electronic Data Interchange (EDI)
148(1)
Web-Based EDI
148(1)
E-Commerce
149(1)
E-Commerce and Small- to Medium-Sized Enterprises
150(1)
QR, ECR, and CPFR
150(3)
Efficient Consumer Response
151(1)
Quick Response
151(1)
ECR versus QR
152(1)
Collaborative Planning, Forecasting, and Replenishment
153(1)
Vendor-Managed Inventory
154(1)
Value Stream Map for a VMI Program
155(1)
Other Potential Areas for Collaboration
155(1)
Future Opportunities and Roadblocks
155(2)
Supply Chain Flexibility Traits
156(1)
Chapter 14 Metrics and Measurement: How Are We Doing?
157(8)
Policies and Procedures
157(1)
Rationale for Considering Metrics
158(1)
Relevant Lean Supply Chain and Logistics Metrics
158(2)
Delivery Reliability
159(1)
Perfect Order Measure
159(1)
Responsiveness
160(1)
Flexibility
160(1)
Cost
160(1)
Asset Management
160(1)
Balanced Scorecard
160(1)
Finding the Right Metrics for Your Company
161(2)
Metrics Framework
162(1)
Financial Impact of Metrics
162(1)
Review Scorecard during S&OP
162(1)
Dashboards to Display and Control Metrics
163(2)
Indicators
163(1)
Application Areas of a Scorecard
163(2)
Chapter 15 Education and Training: All Aboard the Lean-Train
165(10)
Training Methods
165(5)
Traditional Methods
165(2)
Group-Building Methods
167(1)
Selecting the Training Delivery Method
168(1)
Training: Key Management Team (Seminars, Certifications, etc.)
168(1)
Training: General Workforce
169(1)
Training: Tools and Tips
170(2)
Games
171(1)
Handouts and Forms
171(1)
Language Barriers
172(1)
Measuring Success
172(3)
Chapter 16 Future Thoughts: Lean Times Ahead
175(12)
Lessons Learned
175(1)
Barriers to Supply Chain Integration
176(6)
Human Resources
176(1)
Structure
177(2)
Relationships
179(1)
Technology
179(2)
Alignment
181(1)
Trends in Lean Supply Chain
182(1)
Data Analytics
182(1)
Supply Chain Analytics and Lean
183(1)
Potential Obstacles to Lean Thinking in the Supply Chain
184(1)
Lean Ahead
184(3)
Appendix A Real-World Examples of Lean Supply Chain and Logistics Management 187(50)
Appendix B Lean Opportunity Assessment 237(12)
References 249(6)
Index 255
Paul Myerson has been a successful change catalyst for a variety of clients and organizations of all sizes. He has more than 25 years of experience in supply chain strategies, systems, and operations that have resulted in bottom-line improvements for companies such as General Electric, Unilever, and Church and Dwight (Arm & Hammer). Myerson holds an MBA in Physical Distribution from Temple University and a BS in Logistics from The Pennsylvania State University. He is currently Managing Partner at Logistics Planning Associates, LLC, a supply chain planning software and consulting business (www.psiplanner.com). Myerson serves as an adjunct professor at several universities, including Kean University and New Jersey City University. He is the author of a Windows-based Supply Chain Planning software, and co-author of a new Lean supply chain and logistics management simulation training game by ENNA.