Preface |
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xiii | |
Part 1: Envisioning the Lean Supply Chain |
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Chapter 1 Lean Supply Chains and Business Ecosystems |
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3 | (30) |
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4 | (1) |
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Challenges to the Lean Supply Chain |
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5 | (2) |
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The Philosophical Basis for Lean Supply Chains |
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7 | (6) |
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Systems Thinking and the Business Ecosystem |
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13 | (1) |
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14 | (4) |
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The Personal Computer Ecosystem |
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18 | (2) |
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Case Study: The Business Ecosystem for Dell, Inc. |
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20 | (2) |
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22 | (4) |
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26 | (2) |
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The Future of Dell's Business Ecosystem |
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28 | (1) |
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Supply Chains through the Ages |
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29 | (3) |
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32 | (1) |
Part 2: Building Lean Supply Chains |
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33 | (106) |
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Chapter 2 Lean Supply Chains: The Foundation |
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35 | (34) |
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36 | (12) |
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Seven Steps for Building Lean Supply Chains |
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48 | (17) |
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65 | (4) |
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Chapter 3 Partnering in the Supply Chain |
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69 | (32) |
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Partnering with Suppliers |
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72 | (10) |
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Inventory Ownership and Consignment Inventories |
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82 | (5) |
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Partnering with Logistics Providers |
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87 | (10) |
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Resolving Power Conflicts |
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97 | (2) |
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99 | (2) |
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Chapter 4 Operations Strategies: How to Compete |
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101 | (38) |
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Gaining a Competitive Advantage |
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102 | (1) |
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Building a Structural Position |
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103 | (1) |
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Competing through Process Execution |
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104 | (5) |
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Building Strategic Flexibility |
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109 | (4) |
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Maintain a Process Orientation |
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113 | (6) |
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Bring New Products to Market Faster |
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119 | (5) |
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Co-Evolve Strategies for Marketing and Operations |
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124 | (3) |
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127 | (2) |
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Identify Order Qualifiers and Order Winners |
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129 | (2) |
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131 | (1) |
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Product Delivery Strategies |
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132 | (4) |
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Installing the Infrastructure Needed for Operations |
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136 | (1) |
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137 | (2) |
Part 3: Achieving Exceptional Performance |
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139 | (100) |
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141 | (38) |
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From Craft to Mass to Lean Production |
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142 | (7) |
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Creating Flow: The Tools and Techniques of Lean |
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149 | (27) |
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176 | (3) |
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Chapter 6 Systems Thinking and the Theory of Constraints |
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179 | (38) |
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Local Optimization versus Global Optimization |
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181 | (2) |
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Traditional Decision Making and the Cost World Perspective |
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183 | (1) |
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Standard Cost Accounting Systems |
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184 | (1) |
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Case: National Pontoons, Inc. |
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185 | (4) |
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189 | (3) |
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Activity-Based Costing (ABC) |
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192 | (5) |
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The Theory of Constraints and the Throughput World Perspective |
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197 | (5) |
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Relating TOC Measures with Traditional Financial Measures |
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202 | (1) |
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Cost World versus Throughput World |
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203 | (1) |
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Leveraging Powers of T and OE: National Pontoons Revisited |
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204 | (3) |
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The Five Step Focusing Process of TOC |
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207 | (7) |
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214 | (3) |
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Chapter 7 Success Stories in Applying Lean Thinking and Theory of Constraints |
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217 | (22) |
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Lean Thinking at Sundaram Brake Linings, Ltd., Chennai, India |
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218 | (13) |
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Theory of Constraints and Lean Thinking at the Marine Corps Maintenance Center, Albany, Georgia |
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231 | (8) |
Part 4: Managing the Lean Supply Chain |
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239 | (100) |
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Chapter 8 Creating Flow through the Supply Chain |
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241 | (36) |
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TOC and Lean Thinking Can Work Together to Create Flow |
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242 | (4) |
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Creating Flow: The Impact of Variability and Dependency |
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246 | (9) |
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The Impact of Batch Size on Flow |
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255 | (3) |
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Controlling Flow through the System |
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258 | (12) |
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270 | (4) |
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Pull Systems are More Stable and Predictable than Push Systems |
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274 | (2) |
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276 | (1) |
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Chapter 9 Rate-Based Planning: Planning and Scheduling the Drumbeat |
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277 | (34) |
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The Goals of Rate-Based Planning |
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278 | (3) |
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The Flexibility Requirements Profile |
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281 | (1) |
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Computing the Aggregate Rate-Based Plan |
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282 | (7) |
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Defining the Flexibility Requirements Profile |
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289 | (1) |
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Rate-Based Planning and the Theory of Constraints |
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290 | (1) |
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Defining the Drumbeat Operation |
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291 | (1) |
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Translating the Aggregate Rate-Based Plan into Plans for End Items |
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292 | (3) |
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Determining the Actual Schedules for the End Items |
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295 | (1) |
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Translating the Aggregate Plan into Plans for Materials: The Planning Bill of Materials |
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296 | (2) |
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Rate-Based Planning in a Build to Order Environment |
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298 | (1) |
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Order Promising in a Rate-Based Planning Environment |
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299 | (1) |
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Exploiting Differing Customer Response Time Requirements |
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300 | (2) |
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Preserving the Drumbeat: Scheduling Batch Processes |
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302 | (5) |
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307 | (4) |
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Chapter 10 Effective Deployment of Information Technology |
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311 | (28) |
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312 | (4) |
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316 | (3) |
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319 | (2) |
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321 | (4) |
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How to Exploit IT for Supply Chain Management |
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325 | (7) |
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The Internet and the Future of SCM Software Systems |
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332 | (7) |
Conclusions |
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339 | (2) |
Glosssary |
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341 | (4) |
Index |
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345 | |