Lean supply chain management essentials : a framework for materials managers

Lean Basics  Materials Management       Traditional Planning and Control Framework Enterprise Resource Planning (ERP)        Problems with ERP in Make-to-Order Environments Five Lean Principles       Specify What Creates Value from the Customer's Perspective      Identify All Steps across the Whole Value Stream       Make Those Actions That Create Value Flow       Only Make What Is Pulled by the Customer Just inTime       Strive for Perfection by Continually Removing Successive Layers of Waste Lean Focuses on Three Major Areas of Waste  House of Toyota Framework       Operational Stability       Just in Time       Jidoka       Goals       Improvement and Respect  Lean: Additional Considerations  A Toyota Leader's View of the Toyota Production System       Technical       Management       Philosophy/Basic Thinking Planning and Control Hierarchy  Lean Planning and Control Chart       Leveling Production      Pull Systems       Flow       Interval as Lot Size    Executive S&OP, Forecasting, and Customer Relationships  Executive Sales and Operations Planning  Role of Executive S&OP in Lean       Lean Manufacturing       Executive S&OP What Is Executive S&OP?  Executive S&OP Focus  Executive S&OP Process       Product Families       Aligning Families and Resources Takt Time and Executive S&OP  Forecasting  Forecasting Perspective  Forecasting Basics  Demand Patterns  General Methods of Forecasting  Forecasting as a Process  An Alternative to Forecasting: Supplier Partnerships     Leveling and Heijunka  Leveling Value Streams  Mix and Volume Variability Definitions  Buffer with Finished Goods Inventory (a la TPS): Make to Stock  Bill of Materials Shape Helps Dictate Strategy  How Lean Fits In: Make to Stock  Leveling Production Mix vs. Sales Mix: Heijunka Scheduling  Buffer Demand Variability with Lead Time (Backlog): Make to Order  Managing Backlog  Chase  Hybrid  How Lean Fits In: Postponement  MPS and Heijunka  Master Production Schedule  Concluding Observations    Dependent Demand Materials  Benefits of Creating Flow  Batch Manufacturing  Lean Process Flow  Operator Balance Chart  Batch Flow  One-Piece Flow  First-In-First-Out Flow      Typical FIFO Lane Rules Material Planning      Material Planning Horizons Mix Issues    Capacity Management and Shop Floor Control  Issues with Traditional Capacity Planning  Capacity Planning in Lean  Value Stream Loops  Capacity and Pull  Standardized Work in Process  Shop Floor Control      Heijunka, Flow, and Visual Control as Shop Floor Control       Staffing and Takt Time       Operator Balance Chart        Inventory Management  Traditional Inventory Management      The Importance of Inventory Management: Customer Satisfaction and Company Financials       Concepts of Traditional Inventory Management       Order Quantity       When to Order Lean Inventory Management      Inventory as Waste       Inventory Management in Lean       Visual Control       Approaches to Reducing Inventories       Supermarket Sizing as a Way to Reduce Inventory       Kanban Sizing      WIP Inventory: FIFO Management       Reducing Pipeline Inventory: Kanban-Visual Card       Inventory Reduction through Reducing Lot Sizes       Point of Sale Data        Lot Sizing  Lot Sizing in Lean  One Piece  Every Part Every Interval (EPEI)  Why Should We Strive for Smaller Intervals?  So How Do We Determine the Interval?  An Example: Murphy's Toys Trim Data  Interval and Capacity      Balancing Work (Operator Balance Charts)       Lot Sizing as Part of Scheduling Applying the EPEI to Traditional Planning Systems: The Period Order Quantity  Mix Issues  Volume Variability  Mix Variability  Making Sense of High-Mix Value Streams  What Do We Gain by Increasing the Interval?  Interval as Goal Setting      High-Mix Interval Determining the Interval  Interval in Value Stream Loops    Warehousing and Logistics  Traditional Physical Control of Inventories  Traditional Relationships       Packaging-Readying an Item for Shipment       Overall Warehouse Setup and Item Locations  Traditional Logistics       Logistics Skill       Freight Cost  Distribution Requirements Planning  Lean Warehousing  Controlling Space  Controlling Labor  Lean Logistics  Inbound Logistics  Outbound Logistics       Zone Skipping       Packaging  Product Availability and Its Effect on Logistics  Collaboration  Visibility and Reliability    Quality Control  Lean Quality Lean and Total Quality Management-Visual Control  Poka-Yoke Methods and Examples  Lean and Quality Control-Jidoka/Autonomation  Lean and Total Quality Control Management-Companywide  TS 16949  Seven Lean Quality Tools     Purchasing Developing a Systems Perspective for Purchasing Traditional Purchasing  Lean Purchasing  Keiretsu  Lean Partnership  Quality       Supplier Quality Audits  Cost       Lean Purchasing and the China Price      Delivery  Improving Delivery and Flexibility by Reducing Lead Times and Lot Sizes       Reducing Supplier Base       Keeping Critical Items Internal       Measuring Delivery Performance  Technological Capabilities       Design and Development    Lean System  Summary and Conclusions   Appendices:  The Myth of the Bell -Shaped Curve: Inventory Level and Customer Service  The Bullwhip Effect  Lean Implementation Methodology  Using your Value Stream Map for Green Initiatives and Risk Management   Index