Lean
Supply Chain: Collected Practices and Cases
Author: Productivity Press Development Team
Product Code: 3306
ISBN: 1-56327-330-6
Publisher: Productivity Press
Published: 2005
Pages: 144
Illustrated: No
Price: US $15.00
Applying lean to the supply chain is a hot topic. While lean operations
can produce significant benefits to an organization, the greatest benefits
will not be realized unless lean is extended beyond the organization
to involve both suppliers and customers.
Lean
Supply Chain: Collected Practices and Cases provides a variety of case
studies taken from articles previously published in Lean Manufacturing
Advisor -- the monthly newsletter by Productivity Press.
Highlights
include:
Practical,
in-depth descriptions of lean supply chain issues - including supply
chain strategy -- most of which have not been described in other publications,
written in a conversational, easy-to-read style.
A large quantity of case studies unavailable from any other single source.
Real-world information about the practical issues of managing the lean
supply chain and working with supply chain partners.
Articles are categorized in three areas -- Supply Chain Strategies,
Building Partnerships, and Improving Distribution - for easy reference.
Table of Contents
Introduction
Part
I: Supply Chain Strategies
Chapter 1: Extending an Initiative Beyond Your Enterprise
Chapter 2: Reducing Supply Chain Complexity
Chapter 3: In a Race Against Time, Adidas Leaps Forward
Chapter 4: A New Paradigm Supports U.S. Troops
Chapter 5: Report: Lean Afghan Logistics Were Better Than Desert Storm
Part
II: Building Partnerships
Chapter 6: Customers - and Suppliers - Offer Tips for Working with Suppliers
Chapter 7: 4 Steps for Deploying Lean "Blueprint" Through
the Supply Chain
Chapter 8: A New Metric Measures Suppliers
Chapter 9: Lean Supply Chain Effort is Built on Research, Planning &
Structure
Chapter 10: Varied Approaches Help Make Supply Chain Initiatives Work
Chapter 11: Tattoos and Attitude Figure in Supply Chain Conversion
Chapter 12: Challenge for Supplier Program is Sustaining Lean Improvements
Chapter 13: Improving Customers Creates Partners
Chapter 14: Coping With Variability is Key to Improving Retail Processes
Part III: Improving Distribution
Chapter 15: Continuous Flow in the Warehouse
Chapter 16: At GM, Parts Distribution Centers Can Be Lean, Too
Chapter 17: To Build a Better Warehouse, Know How to Set the Pace
Chapter 18: Error-Proofing Warehouse Picking
Chapter 19: Lean Leads to Returnable Containers
Chapter 20: Lean Philosophy Drives Trucking Company
Chapter 21: For a Trucking Company, It's Not About Trucks Anymore
Citations
Index
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