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APICS 2013 CPIM List of Primary References and Additional Aids

Basics of Supply Chain Management (BSCM)


Primary Alternate reference edition Primary reference title sequence number number APICS NonMember Estimated member price delivery price (US$)++ time (US$)++ $35 $35 Imported, 1 to 2 weeks Imported, 1 to 2 weeks Imported, 1 to 2 weeks `5,790 `5,440 Imported, `5,440 2 to 6 weeks KnoWerX Corporate credit price (`)## Nonmember price (`)## Estimated Member delivery price (`)## time Reprinted, `2,380 up to 1 week Reprinted, `2,060 up to 1 week

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Basics of Supply Chain APICS CPIM Basics of Supply Management Committee of the Chain Management Reprints APICS Curricula and Certification Committee APICS Dictionary Introduction to Materials Management Introduction to Materials Management Lean Production Simplified: A Plain-Language Guide to the Worlds Most Powerful Production System Lean Production Simplified: A Plain-Language Guide to the Worlds Most Powerful Production System United Nations Global Compact: Corporate Sustainability in the World Economy Editor: John H. Blackstone Jr., Ph.D., CFPIM, Jonah's Jonah J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive

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UN Global Compact Deloitte Touche Tohmatsu Management Model: Framework for Implementation

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Page 1 of 46

KnoWerX Education (India) Private Limited


APICS 2013 CPIM List of Primary References and Additional Aids

Master Planning of Resources (MPR)


Primary Alternate reference edition Primary reference title sequence number number APICS CPIM Master Planning of Resources Reprints APICS NonMember Estimated member price delivery price (US$)++ time (US$)++ $35 $35 Imported, 1 to 2 weeks Imported, 1 to 2 weeks Imported, 1 to 2 weeks KnoWerX Corporate credit price (`)## Nonmember price (`)## Estimated Member delivery price (`)## time Reprinted, `2,380 up to 1 week Reprinted, `2,060 up to 1 week Imported, `4,620 2 to 6 weeks

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1 Master Planning of Resources (MPR)

Master Planning of Resources Committee of the APICS Curricula and Certification Committee Editor: John H. Blackstone Jr., Ph.D., CFPIM, Jonah's Jonah

2010 US

Paperback APICS

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141

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APICS Dictionary Manufacturing Planning and Control Systems for Supply Chain Management

13 US

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F. Robert Jacobs, William L. APICS/ Berry, David Clay Whybark and US CPIM Thomas E. Vollmann, CFPIM

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576 MPC_1

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KnoWerX Education (India) Private Limited


APICS 2013 CPIM List of Primary References and Additional Aids

Detailed Scheduling and Planning (DSP)


Primary Alternate reference edition Primary reference title sequence number number APICS CPIM Detailed Scheduling and Planning Reprints APICS Dictionary Introduction to Materials Management Introduction to Materials Management The Lean Toolbox Making Sustainability Work: Best Practices in Managing and Measuring Corporate Social, Environmental and Economic Impacts Manufacturing Planning and Control Systems for Supply Chain Management APICS NonMember Estimated member price delivery price (US$)++ time (US$)++ $35 $35 Imported, 1 to 2 weeks Imported, 1 to 2 weeks Imported, 1 to 2 weeks `5,790 Imported, 1 to 2 weeks `5,440 Imported, `5,440 2 to 6 weeks Imported, `1,340 2 to 6 weeks Imported, `2,180 2 to 6 weeks Imported, `4,620 2 to 6 weeks Imported, `6,610 2 to 6 weeks KnoWerX Corporate credit price (`)## Nonmember price (`)## Estimated Member delivery price (`)## time Reprinted, `2,380 up to 1 week Reprinted, `2,060 up to 1 week

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Detailed Scheduling and Planning Committee of the APICS Curricula and Certification Committee Editor: John H. Blackstone Jr., Ph.D., CFPIM, Jonah's Jonah J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive John Bicheno and Matthias Holweg

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192

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2009 9780954124458

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Detailed Scheduling and Planning (DSP)

F. Robert Jacobs, William L. APICS/ Berry, David Clay Whybark and US CPIM Thomas E. Vollmann, CFPIM

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576 MPC_1

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Project Management: A Systems Approach to Planning Harold Kerzner Scheduling and Controlling Designing and Managing the Supply Chain Designing and Managing the Supply Chain David Simchi-Levi, Philip Kaminsky and Edith SimchiLevi David Simchi-Levi, Philip Kaminsky, Edith Simchi-Levi and Ravi Shankar

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John Wiley & 2009 9780470278703 Sons

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560 DMSC_1 https://www.globa lreporting.org/rep orting/latestguidelines/g3-1guidelines/Pages/ default.aspx https://www.globa lreporting.org/res 2 ourcelibrary/G3.1Quick-ReferenceSheet.pdf

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Detailed Scheduling and Planning (DSP)

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Page 3 of 45

KnoWerX Education (India) Private Limited


APICS 2013 CPIM List of Primary References and Additional Aids

Execution and Control of Operations (ECO)


Primary Alternate reference edition Primary reference title sequence number number APICS NonMember Estimated member price delivery price (US$)++ time (US$)++ $35 $35 Imported, 1 to 2 weeks Imported, 1 to 2 weeks Imported, 1 to 2 weeks `5,790 `5,440 Imported, `5,440 2 to 6 weeks KnoWerX Corporate credit price (`)## Nonmember price (`)## Estimated Member delivery price (`)## time Reprinted, `2,380 up to 1 week Reprinted, `2,060 up to 1 week

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Execution and Control of APICS CPIM Execution and Operations Committee of the Control of Operations Reprints APICS Curricula and Certification Committee APICS Dictionary Introduction to Materials Management Introduction to Materials Management Lean Production Simplified: A Plain-Language Guide to the Worlds Most Powerful Production System Lean Production Simplified: A Plain-Language Guide to the Worlds Most Powerful Production System Manufacturing Planning and Control Systems for Supply Chain Management Jurans Quality Handbook Jurans Quality Handbook Editor: John H. Blackstone Jr., Ph.D., CFPIM, Jonah's Jonah J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive

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233

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13 US 7 US 7

Paperback APICS Hardcover Prentice Hall

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164 525 IMM_1 525 IMM_1

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3 2 Execution and Control of Operations (ECO)

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192 LPS_1

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192 LPS_1

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F. Robert Jacobs, William L. APICS/ Berry, David Clay Whybark and US CPIM Thomas E. Vollmann, CFPIM Joseph M. Juran and Joseph A. DeFeo Joseph M. Juran and Joseph A. DeFeo 6 US 6 Indian

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Tata McGrawPaperback 2010 9780071070898 Hill

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Execution and Control of Operations (ECO)

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Execution and Control of APICS CPIM Execution and Operations Committee of the Control of Operations Practice APICS Curricula and Question Booklet Certification Committee

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Page 4 of 46

KnoWerX Education (India) Private Limited


APICS 2013 CPIM List of Primary References and Additional Aids

Strategic Management of Resources (SMR)


Primary Alternate reference edition Primary reference title sequence number number 1 1 APICS Dictionary APICS Strategic Management of Resources References Sourcebook APICS NonMember Estimated member price delivery price (US$)++ time (US$)++ $50 $30 Imported, 1 to 2 weeks Imported, 1 to 2 weeks KnoWerX Corporate credit price (`)## `2,310 Nonmember price (`)## `2,170 Estimated Member delivery price (`)## time Reprinted, `2,060 up to 1 week Imported, `23,860 1 to 2 weeks

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Strategic Management of Resources (SMR)

Editor: John H. Blackstone Jr., Ph.D., CFPIM, Jonah's Jonah

13 US

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2011 9780615394411

164

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Strategic Management of Resources (SMR)

CPIM Subcommittee Strategic Management of Resources Committee of the APICS Curricula and Certification Committee

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Page 5 of 46

Designing and Managing the Supply Chain


David Simchi-Levi, Philip Kaminsky, Edith Simchi-Levi and Ravi Shankar ISBN: 9780070666986 Table of Contents About the Authors Foreword Preface Acknowledgments List of Cases
CHAPTER 1 INTRODUCTION TO SUPPLY CHAIN MANAGEMENT
1.1 What Is Supply Chain Management? 1.2 The Development Chain 1.3 Global Optimization 1.4 Managing Uncertainty and Risk 1.5 The Evolution of Supply Chain Management 1.6 The Complexity 1.7 Key Issues in Supply Chain Management 1.8 Book Objectives and Overview Discussion Questions CASE: MEDITECH SURGICAL

vii viii ix xv xvii


1
1 3 4 5 7 11 12 16 18 18

CHAPTER 2

INVENTORY MANAGEMENT AND RISK POOLING


CASE: STEEL WORKS, INC. 2.1 Introduction 2.2 Single Stage Inventory Control 2.2.1 The Economic Lot Size Model 2.2.2 The Effect of Demand Uncertainty 2.2.3 Single Period Models 2.2.4 Initial Inventory 2.2.5 Multiple Order Opportunities 2.2.6 Continuous Review Policy 2.2.7 Variable Lead Times 2.2.8 Periodic Review Policy 2.2.9 Service Level Optimization 2.3 Risk Pooling CASE: RISK POOLING 2.4 Centralized Versus Decentralized Systems 2.5 Managing Inventory in the Supply Chain 2.6 Practical Issues 2.7 Forecasting 2.7. I Judgment Methods 2.7.2 Market Research Methods 2.7.3 Time-Series Methods 2.7.4 Causal Methods 2.7.5 Selecting the Appropriate Forecasting Technique Summary Discussion Questions CASE: SPORT OBERMEYER

27
27 31 33 33 36 36 39 41 42 45 45 47 48 49 52 52 56 57 58 58 59 59 59 60 60 63

CHAPTER 3

NETWORK PLANNING
CASE: THE Bis CORPORATION 3.1 Introduction 3.2 Network Design 3.2.1 Data Collection 3.2.2 Data Aggregation

79
79 81 82 84 84

Page 6 of 46

3.2.3 Transportation Rates 3.2.4 Mileage Estimation 3.2.5 Warehouse Costs 3.2.6 Warehouse Capacities 3.2.7 Potential Warehouse Locations 3.2.8 Service Level Requirements 3.2.9 Future Demand 3.2.10 Model and Data Validation 3.2.11 Solution Techniques 3.2.12 Key Features of a Network Configuration SCP 3.3 Inventory Positioning and Logistics Coordination 3.3. I Strategic Safety Stock CASE: ELECCOMP INC. 3.3.2 Integrating Inventory Positioning and Network Design 3.4 Resource Allocation Summary Discussion Questions CASE: H. C. STARCK, INC.

88 89 90 91 92 92 92 92 93 96 97 97 99 105 106 109 110 111

CHAPTER 4

SUPPLY CONTRACTS
CASE: AMERICAN TOOL WORKS 4.1 Introduction 4.2 Strategic Components 4.2.1 Supply Contracts 4.2.2 Limitations 4.3 Contracts for Make-to-Stock/Make-to-Order Supply Chains 4.4 Contracts with Asymmetric Information 4.5 Contracts for Nonstrategic Components Summary Discussion Questions

127
127 128 129 129 134 135 139 140 142 143

CHAPTER 5

THE VALUE OF INFORMATION


CASE: BARILLA SpA (A) 5.1 Introduction 5.2 The Bullwhip Effect 5.2.1 Quantifying the Bullwhip Effect 5.2.2 The Impact of Centralized Information on the Bullwhip Effect 5.2.3 Methods for Coping with the Bullwhip Effect 5.3 Information Sharing and Incentives 5.4 Effective Forecasts 5.5 Information for the Coordination of Systems 5.6 Locating Desired Products 5.7 Lead-Time Reduction 5.8 Information and Supply Chain Trade-offs 5.8.1 Conflicting Objectives in the Supply Chain 5.8.2 Designing the Supply Chain for Conflicting Goals 5.9 Decreasing Marginal Value of Information Summary Discussion Questions CASE: REEBOK NFL REPLICA JERSEYS: A CASE FOR POSTPONEMENT

147
147 158 159 161 163 166 167 169 169 170 171 171 172 172 175 176 176 177

CHAPTER 6

SUPPLY CHAIN INTEGRATION


CASE: DELL INC.: IMPROVING THE FLEXIBILITY OF THE DESKTOP PC SUPPLY CHAIN 6.1 introduction 6.2 Push, Pull, and Push-Pull Systems 6.2.1 Push-Based Supply Chain 6.2.2 Pull-Based Supply Chain 6.2.3 Push-Pull Supply Chain

185
185 195 195 195 196 197

Page 7 of 46

6.2.4 Identifying the Appropriate Supply Chain Strategy 6.2.5 Implementing a Push-Pull Strategy 6.3 The Impact of Lead Time 6.4 Demand-Driven Strategies 6.5 The Impact of the Internet on Supply Chain Strategies 6.5.1 What Is E-Business? 6.5.2 The Grocery Industry 6.5.3 The Book Industry 6.5.4 The Retail Industry 6.5.5 Impact on Transportation and Fulfillment Summary Discussion Questions CASE: THE GREAT INVENTORY CORRECTION

198 200 202 204 205 206 207 207 208 209 209 210 210

CHAPTER 7

DISTRIBUTION STRATEGIES
CASE: AMAZON.COM'S EUROPEAN DISTRIBUTION STRATEGY 7.1 Introduction 7.2 Direct Shipment Distribution Strategies 7.3 Intermediate Inventory Storage Point Strategies 7.3.1 Traditional Warehousing 7.3.2 Cross-Docking 7.3.3 Inventory Pooling 7.4 Transshipment 7.5 Selecting an Appropriate Strategy Summary Discussion Questions

215
215 238 238 239 240 241 242 247 247 248 249

CHAPTER 8

STRATEGIC ALLIANCES
CASE: HOW KIMBERLY-CLARK KEEPS CLIENT COSTCO IN DIAPERS 8.1 Introduction 8.2 A Framework for Strategic Alliances 8.3 Third-Party Logistics 8.3.1 What Is 3PL? 8.3.2 Advantages and Disadvantages of 3PL 8.3.3 3PL Issues and Requirements 8.3.4 3PL Implementation Issues 8.4 Retailer-Supplier Partnerships 8.4.1 Types of RSP 8.4.2 Requirements for RSP 8.4.3 Inventory Ownership in RSP 8.4.4 Issues in RSP Implementation 8.4.5 Steps in RSP Implementation 8.4.6 Advantages and Disadvantages of RSP 8.4.7 Successes and Failures 8.5 Distributor Integration 8.5.1 Types of Distributor Integration 8.5.2 Issues in Distributor Integration Summary Discussion Questions CASE: AUDIO DUPLICATION SERVICES, INC. (ADS) CASE: THE SMITH GROUP CASE: MARUTI UDYOG LIMITED

251
251 254 256 257 258 258 260 261 262 262 263 264 265 265 266 267 268 268 269 270 270 271 272 273

CHAPTER 9

PROCUREMENT AND OUTSOURCING STRATEGIES


CASE: ZARA 9.1 introduction 9.2 Outsourcing Benefits and Risks 9.3 A Framework for Buy/Make Decisions 9.4 Procurement Strategies

277
277 291 292 294 296

Page 8 of 46

9.4.1 Supplier Footprint 9.5 E-Procurement Summary Discussion Questions CASE: SOLECTRON: FROM CONTRACT MANUFACTURER TO GLOBAL SUPPLY CHAIN INTEGRATOR

298 300 304 305 305

CHAPTER 10 GLOBAL LOGISTICS AND RISK MANAGEMENT


CASE: WAL-MART CHANGES TACTICS TO MEET INTERNATIONAL TASTES 10.1 Introduction 10.1.1 Global Market Forces 10.1.2 Technological Forces 10.1.3 Global Cost Forces 10.1.4 Political and Economic Forces 10.2 Risk Management 10.2.1 Many Sources of Risks 10.2.2 Managing the Unknown-Un/mown 10.2.3 Managing Global Risks 10.2.4 Requirements for Global Strategy Implementation 10.3 Issues in International Supply Chain Management 10.3.1 International versus Regional Products 10.3.2 Local Autonomy versus Central Control 10.3.3 Miscellaneous Dangers 10.4 Regional Differences in Logistics 10.4.1 Cultural Differences 10.4.2 Infrastructure 10.4.3 Performance Expectation and Evaluation 10.4.4 Information System Availability 10.4.5 Human Resources Summary Discussion Questions

321
321 324 325 326 326 327 327 328 330 333 334 335 335 336 337 338 338 338 339 340 340 340 341

CHAPTER 11 COORDINATED PRODUCT AND SUPPLY CHAIN DESIGN


CASE: HEWLETT-PACKARD: DESKJET PRINTER SUPPLY CHAIN 11.1 A General Framework 11.2 Design for Logistics 11.2.1 Overview 11.2.2 Economic Packaging and Transportation 11.2.3 Concurrent and Parallel Processing 11.2.4 Standardization 11.2.5 Selecting a Standardization Strategy 11.2.6 Important Considerations 11.2.7 The Push-Pull Boundary 11.2.8 Case Analysis 11.3 Supplier Integration into New Product Development 11.3.1 The Spectrum of Supplier Integration 11.3.2 Keys to Effective Supplier Integration 11.3.3 A "Bookshelf" of Technologies and Suppliers 11.4 Mass Customization 11.4.1 What Is Mass Customization? 11.4.2 Making Mass Customization Work 11.4.3 Mass Customization and Supply Chain Management Summary Discussion Questions CASE: HEWLETT-PACKARD COMPANY: NETWORK PRINTER DESIGN FOR UNIVERSALITY

343
343 351 354 354 355 356 357 361 361 362 363 365 365 366 367 367 367 368 369 369 370 370

CHAPTER 12 CUSTOMER VALUE


CASE: MADE TO MEASURE

377
377

Page 9 of 46

12.1 Introduction 12.2 The Dimensions of Customer Value 12.2.1 Conformance to Requirements 12.2.2 Product Selection 12.2.3 Price and Brand 12.2.4 Value-Added Services 12.2.5 Relationships and Experiences 12.2.6 Dimensions and Achieving Excellence 12.3 Customer Value Measures 12.4 Information Technology and Customer Value Summary Discussion Questions

380 382 382 384 387 388 389 391 392 395 397 398

CHAPTER 13 SMART PRICING


CASE: STARBUCKS ECONOMICS: SOLVING THE MYSTERY OF THE ELUSIVE "SHORT" CAPPUCCINO 13.1 Introduction 13.2 Price and Demand 13.3 Markdowns 13.4 Price Differentiation 13.5 Revenue Management 13.6 Smart Pricing 13.6.1 Differential Pricing 13.6.2 Dynamic Pricing 13.7 Impact of the Internet 13.8 Caveats Summary Discussion Questions CASE: THE GREAT REBATE RUNAROUND

399
399 400 401 402 403 405 408 408 410 411 412 413 413 414

CHAPTER 14 INFORMATION TECHNOLOGY AND BUSINESS PROCESSES


CASE: SUPPLY CHAIN WHIRL 14.1 Introduction 14.2 The Importance of Business Processes 14.3 Goals of Supply Chain IT CASE: 7-ELEVEN STOCKS UP ON TECH SAVVY 14.4 Supply Chain Management System Components 14.4.1 Decision-Support Systems 14.4.2 IT for Supply Chain Excellence 14.5 Sales and Operations Planning CASE: S&OP "EVOLUTION" AT ADTRAN 14. 6 Integrating Supply Chain Information Technology 14.6.1 Implementation of ERP and DSS 14.6.2 "Best of Breed " versus Single-Vendor ERP Solutions Summary Discussion Questions

419
419 421 422 428 432 435 436 439 442 442 445 446 447 448 449

CHAPTER 15 TECHNOLOGY STANDARDS


CASE: PACORINI STAYS ON TOP OF GLOBAL LOGISTICS MARKET WITH IBM SOA SOLUTION 15.1 Introduction 15.2 IT Standards 15.3 Information Technology Infrastructure 15.3.1 Interface Devices 15.3.2 System Architecture 15.3.3 Electronic Commerce 15.4 Service-Oriented Architecture (SOA) 15.4.1 Technology Base: IBM and Microsoft 15.4.2 ERP Vendor Platform: SAP and Oracle

451
451 452 453 455 455 455 457 460 460 462

Page 10 of 46

15.4.3 Conclusion 15.5 Radio Frequency Identification (RFID) 15.5.1 Introduction 15.5.2 RFID Applications 15.5.3. RFID and Point-of-Sale Data 15.5.4 Business Benefits 15.5.5 Supply Chain Efficiency Summary Discussion Questions

463 464 464 465 468 469 471 471 472

CHAPTER 16 LOCAL ISSUES IN SUPPLY CHAIN MANAGEMENT


CASE: AMAZING STORY OF MUMBAI DABBAWALAHS 16.1 Introduction 16.2 Supply Chain Issues during Natural Disasters and Other Calamities 16.3 Supply Chain Issues for SMEs 16.4 Organized Retail in India 16.5 Reverse Logistics Summary Discussion Questions

473
473 479 479 480 481 482 482 483

APPENDIX A

COMPUTERIZED BEER GAME


A.1 Introduction A.2 The Traditional Beer Game A.2.1 The Difficulties with the Traditional Beer Game A.3 The Scenarios A.4 Playing a Round A.4.1 1ntroducing the Game A.4.2 Understanding the Screen A.4.3 Playing the Game A.4.4 Other Features A.5 Options and Settings A.5.1 File Commands A.5.2 Options Commands A.5.3 The Play Commands A.5.4 The Graphs Commands A.5.5 The Reports Commands

485
485 485 486 487 488 488 489 490 492 493 493 493 496 497 498

APPENDIX B

THE RISK POOL GAME


B.1 Introduction B.2 The Scenarios B.3 Playing Several Rounds B.3.1 1ntroducing the Game B.3.2 Understanding the Screen B.3.3 Playing the Game B.3.4 Other Features B.4 Options and Settings B.4.1 File Commands B.4.2 Play Commands B.4.3 The Reports Commands

500
500 500 501 501 502 503 503 503 504 504 506

APPENDIX C

EXCEL SPREADSHEET
C.1 introduction C.2 The Spreadsheet

508
508 508

APPENDIX D

THE BIDDING GAME


D.1 introduction D.2 The Scenario D.3 instructions for Excel Version of the Game

509
509 509 510

Page 11 of 46

BOBILOGRAPHY INDEX

511 521

Page 12 of 46

APICS CPIM Exam Content Manual


CPIM Subcommittee - 2013 Stock #09051-2013 Table of Contents Letter to Candidates Introduction About the APICS CPIM Examinations
Question Format Taking the Test Interpreting Test Scores

ii iv iv iv
v vi vi vi vii viii

Studying for the APICS CPIM Exam


APICS CPIM References Use of References Across APICS Exam Modules Terminology

Additional Resources for APICS CPIM Candidates


APICS CPIM Instructor-Led Review Courses Independent Study Courses Educational Programs

ix
ix ix ix

APICS Certified Fellow in Production and Inventory Management APICS CPIM Certification Maintenance: Continuing Professional Development
The Importance of Certification Maintenance

x x
x

APICS Code of Ethics Basics of Supply Chain Management Master Planning of Resources Detailed Scheduling and Planning Execution and Control of Operations Strategic Management of Resources Answers to Sample Questions

x 1 11 18 28 37 46

Page 13 of 46

Introduction to Materials Management


J. R. Tony Arnold, Stephen N. Chapman and Lloyd M. Clive ISBN: 9780131376700 Table of Contents Copyright Preface
CHAPTER 1 Introduction to Materials Management
Introduction Operating Environment The Supply Chain Concept What Is Materials Management? Summary Key Terms Questions Problems

iv ix
1
1 1 4 9 13 13 13 14

CHAPTER 2

Production Planning System


Introduction Manufacturing Planning and Control System Sales and Operations Planning Manufacturing Resource Planning Enterprise Resource Planning Making the Production Plan Summary Key Terms Questions Problems Case Study:Meridian Water Pumps

16
16 17 20 22 23 24 33 33 33 34 39

CHAPTER 3

Master Scheduling
Introduction Relationship to Production Plan Developing a Master Production Schedule Production Planning, Master Scheduling, and Sales Summary Key Terms Questions Problems Case Study: Acme Water Pumps

41
41 42 44 49 54 55 55 56 61

CHAPTER 4

Material Requirements Planning


Introduction Bills of Material Material Requirements Planning Process Using the Material Requirements Plan Summary Key Terms Questions Problems Case Study: Apix Polybob Company

62
62 64 70 81 84 84 84 85 95

CHAPTER 5

Capacity Management
Introduction Definition of Capacity Capacity Planning

98
98 98 99

Page 14 of 46

Capacity Requirements Planning Capacity Available Capacity Required (Load) Scheduling Orders Making the Plan Summary Key Terms Questions Problems Case Study:Wescott Products

100 102 105 107 109 109 110 111 111 114

CHAPTER 6

Production Activity Control


Introduction Data Requirements Order Preparation Scheduling Load Leveling Scheduling Bottlenecks Theory of Constraints and Drum-Buffer-Rope Implementation Control Production Reporting Product Tracking Summary Key Terms Questions Problems Case Study: Johnston Products

117
117 120 121 122 127 128 130 132 133 138 139 139 139 140 141 145

CHAPTER 7

Purchasing
Introduction Establishing Specifications Functional Specification Description Selecting Suppliers Price Determination Impact of Material Requirements Planning on Purchasing Environmentally Responsible Purchasing Expansion of Purchasing into Supply Chain Management Some Organizational Implications of Supply Chain Management Summary Key Terms Questions Problems Case Study: Lets Party!

147
147 150 152 154 157 159 161 162 163 164 164 165 165 166

CHAPTER 8

Forecasting
Introduction Demand Management Demand Forecasting Characteristics of Demand Principles of Forecasting Collection and Preparation of Data Forecasting Techniques Some Important Intrinsic Techniques Seasonality Tracking the Forecast Summary Key Terms Questions

167
167 167 168 168 170 171 172 173 176 179 185 186 186

Page 15 of 46

Problems Case Study: Northcutt Bikes: the Forecasting Problem

186 193

CHAPTER 9

Inventory Fundamentals
Introduction Aggregate Inventory Management Item Inventory Management Inventory and the Flow of Material Supply and Demand Patterns Functions of Inventories Objectives of Inventory Management Inventory Costs Financial Statements and Inventory ABC Inventory Control Summary Key Terms Questions Problems Case Study: Randy Smith, Inventory Control Manager

196
196 196 196 197 198 198 199 201 203 207 210 211 211 212 216

CHAPTER 10 Order Quantities


Introduction Economic-Order Quantity (EOQ) Variations of the EOQ Model Quantity Discounts Order Quantities for Families of Product When Costs are Not Known Period-Order Quantity (POQ) Summary Key Terms Questions Problems Case Study: Carls Computers

218
218 219 223 224 225 226 229 229 229 230 234

CHAPTER 11 Independent Demand Ordering Systems


Introduction Order Point System Determining Safety Stock Determining Service Levels Different Forecast and Lead-Time Intervals Determining When the Order Point Is Reached Periodic Review System Distribution Inventory Summary Key Terms Questions Problems

237
237 237 239 245 247 247 249 251 254 254 255 255

CHAPTER 12 Physical Inventory and Warehouse Management


Introduction Warehousing Management Physical Control and Security Inventory Record Accuracy Technology Applications Summary Key Terms Questions Problems Case Study: CostMart Warehouse

262
262 262 267 268 273 274 274 275 275 278

Page 16 of 46

CHAPTER 13 Physical Distribution


Introduction Physical Distribution System Interfaces Transportation Legal Types of Carriage Transportation Cost Elements Warehousing Packaging Materials Handling Multi-Warehouse Systems Summary Key Terms Questions Problems Case Study:Metal Specialties, Inc.

282
282 285 287 288 290 291 296 301 302 303 305 306 306 308 309

CHAPTER 14 Products and Processes


Introduction Need for New Products Product Development Principles Product Specification and Design Process Design Factors Influencing Process Design Processing Equipment Process Systems Selecting the Process Continuous Process Improvement (CPI) Key Terms Questions Problems Case Study: Cheryl Franklin, Production Manager

310
310 310 311 313 315 316 317 318 320 322 332 333 334 337

CHAPTER 15 Lean Production


Introduction Lean Production Waste The Lean Production Environment Manufacturing Planning and Control in a Lean Production Environment: JIT Production Which to Choose: MRP (ERP), Kanban, or Theory of Constraints? Summary Key Terms Questions Problems Case Study:Murphy Manufacturing

339
339 339 341 343 350 359 361 361 362 363 364

CHAPTER 16 Total Quality Management


Introduction What Is Quality? Total Quality Management (TQM) Quality Cost Concepts Variation as a Way of Life Process Capability Process Control Sample Inspection ISO 9000:2008

367
367 367 369 372 373 375 379 382 383

Page 17 of 46

Benchmarking Six Sigma Quality Function Deployment JIT, TQM, and MRP Summary Key Terms Questions Problems Case Study: Accent Oak Furniture Company

385 386 387 389 390 390 390 391 393

Readings Index

397 401

Page 18 of 46

Juran's Quality Handbook


Joseph M. Juran and Joseph A. Defeo ISBN: 9780070618480 Table of Contents
Contributors Introduction to the Sixth Edition ix xi

Section 1
Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10

Key Concepts: What Leaders Need to Know About Quality Attaining Superior Results through Quality Quality's Impact on Society and the National Culture The Universal Methods to Manage for Quality Quality Planning: Designing Innovative Products and Services Quality Improvement: Creating Breakthroughs in Performance Quality Control: Assuring Repeatable and Compliant Processes Strategic Planning and Deployment: Moving from Good to Great Business Process Management: Creating an Adaptable Organization The Juran Transformation Model and Roadmap A Look Ahead: Eco-Quality for Environmental Sustainability Methods and Tools: What to Use to Attain Performance Excellence Lean Techniques: Improving Process Efficiency Six Sigma: Improving Process Effectiveness Root Cause Analysis to Maintain Performance Continuous Innovation Using Design for Six Sigma Benchmarking: Defining Best Practices for Market Leadership Using International Standards to Ensure Organization Compliance Using National Awards for Excellence to Drive and Monitor Performance Core Tools to Design, Control, and Improve Performance Accurate and Reliable Measurement Systems and Advanced Tools Applications: Most Important Methods in Your Industry Product-Based Organizations: Delivering Quality While Being Lean and Green Service-Based Organizations: Customer Service at Its Best Self-Service Based Organizations: Assuring Quality in a Nanosecond Health Care-Based Organizations: Improving Quality of Care and Performance Continuous Process-Based Organizations: Quality Is a Continuous Operation Defense-Based Organizations: Assuring No Doubt About Performance Key Functions: Your Role in Performance Excellence Empowering the Workforce to Tackle the "Useful Many" Processes The Quality Office: Leading the Way Forward Research & Development: More Innovation, Scarce Resources Software and Systems Development: From Waterfall to AGILE Supply Chain: Better, Faster, Friendlier Suppliers Role of the Board of Directors: Effective and Efficient Governance Appendix I. The Non-Pareto Principle, Mea Culpa Appendix II. Sample Competency Matrices and Job Profiles Glossary of Acronyms 847 867 891 951 979 1003 1021 1025 1037 675 703 713 757 789 833 327 355 387 407 439 467 491 541 583 3 41 69 83 137 195 227 255 279 313

Section II
Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Chapter 17 Chapter 18 Chapter 19

Section III
Chapter 20 Chapter 21 Chapter 22 Chapter 23 Chapter 24 Chapter 25

Section IV
Chapter 26 Chapter 27 Chapter 28 Chapter 29 Chapter 30 Chapter 31

Page 19 of 46

Glossary of Terms Name Index Subject Index

1047 1061 1067

Page 20 of 46

Lean Production Simplified


Pascal Dennis ISBN: 9781563273568 Table of Contents Foreword Introduction to the 2nd Edition Preface
CHAPTER 1 The Birth of Lean Production
Craft Production Mass Production The Growing Dysfunction The Birth of Lean Production The Historic Bargain A Vitrue of Necessity Completing the Lean Revolution at Toyota Summary

vii ix xi
1
1 1 5 6 7 9 10 11

CHAPTER 2

The Lean Production System


Why Lean Production? Systems and Systems Thinking Basic Image of Lean Production Customer Focus Muda Summary

13
13 15 18 19 20 25

CHAPTER 3

Stability
Standards in the Lean System The 5S System Total Productive Maintenance Summary

29
29 32 39 46

CHAPTER 4

Standardized Work
Methods Engineering versus Lean Thinking What Do We Have to Manage? Why Standardized Work? The Elements of Standardized Work Charts Used to Define Standardized Work Manpower Reduction Overall Efficiency versus Individual Efficiency Standardized Work and Kaizen Common Layouts Summary

49
49 50 51 53 55 59 60 60 63 63

CHAPTER 5

Just-In-Time
Why JIT? Basic Principles of JIT The JIT System Kanban The Six Kanban Rules Expanded Role of Conveyance Production Leveling The Types of Pull Systems Value Stream Mapping Summary

67
67 69 73 74 79 80 83 86 87 91

Page 21 of 46

CHAPTER 6

Jidoka
Development of the Jidoka Concept Why Jidoka? Poka-yoke Inspection System and Zone Control Using Poke-yokes Implementing Jidoka Summary

95
95 96 98 98 100 104 106

CHAPTER 7

InvovlementThe Wind That Fills the Sail


Why Involvement? The Terrible Waste of Humanity Activities Supporting Involvement Kaizen Circle Activity Practical Kaizen Training Key Factors for PKT Success Suggestion Programs Summary

107
107 109 109 110 113 114 115 119

CHAPTER 8

Hoshin Planning
What is Planning? Why Plan? Problems with Planning Hoshin Planning Hoshin Planning System The Four Phases of Hoshin Planning Summary

121
121 123 123 124 127 137 142

CHAPTER 9

The Culture of Lean Production


What Is Lean Culture? How Does Lean Culture Feel? Summary

145
146 155 156

Appendix IGlossary Appendix IIBibliography Index

159 163 167

Page 22 of 46

Manufacturing Planning and Control for Supply Chain Management


F. Robert Jacobs, William L. Berry, D. Clay Whybark and Thomas E. Vollmann ISBN: 9780071750318 Table of Contents Preface Acknowledgments
CHAPTER 1 Manufacturing Planning and Control
The MPC System Defined Typical MPC Support Activities An MPC System Framework MPC System Activities Matching the MPC System with the Needs of the Firm An MPC Classification Schema Evolution of the MPC System The Changing Competitive World Reacting to the Changes Concluding Principles APICS/CPIM Certification Questions

xxi xxxi
1
2 2 3 4 7 8 9 10 11 11 12

CHAPTER 2

Enterprise Resource Planning (ERP)


What Is ERP? Consistent Numbers Software Imperatives Routine Decision Making Choosing ERP Software How ERP Connects the Functional Units Finance Manufacturing and Logistics Sales and Marketing Human Resources Customized Software Data Integration How Manufacturing Planning and Control (MPC) Fits within ERP Simplified Example Supply Chain Planning with mySAP SCM Supply Chain Execution with mySAP SCM Supply Chain Collaboration with mySAP SCM Supply Chain Coordination with mySAP SCM Performance Metrics to Evaluate Integrated System Effectiveness The "Functional Silo" Approach Integrated Supply Chain Metrics Calculating the Cash-to-Cash Time What Is the Experience with ERP? Eli Lilly and Company-Operational Standards for Manufacturing Excellence Concluding Principles APICS/CPIM Certification Questions

15
16 16 17 18 18 19 20 21 21 21 22 22 23 23 24 25 26 27 27 28 29 32 34 34 37 38

CHAPTER 3

Demand Management
Demand Management in MPC Systems Demand Management and the MPC Environment The Make-to-Stock (MTS) Environment The Assemble-to-Order (ATO) Environment The Make (Engineer )-to-Order (MTO) Environment Communicating with Other MPC Modules and Customers

45
46 48 49 50 52 53

Page 23 of 46

Sales and Operations Planning Master Production Scheduling Dealing with Customers on a Day-to-Day Basis Information Use in Demand Management Make-to-Knowledge Data Capture and Monitoring Customer Relationship Management Outbound Product Flow Managing Demand Organizing for Demand Management Monitoring the Demand Management Systems Balancing Supply and Demand Collaborative Planning, Forecasting, and Replenishment (CPFR) Nine-Step CPFR Process Model. Steps 1 and 2 of the CPFR Model Steps 3 through 9 in the CPFR Model Concluding Principles APICS/CPIM Certification Questions

53 54 55 56 57 58 58 59 59 60 61 62 62 63 64 68 69 70

CHAPTER 4

Forecasting
Providing Appropriate Forecast Information Forecastingfor Strategic Business Planning Forecasting for Sales and Operations Planning Forecasting for Master Production Scheduling and Control Regression Analysis and Cyclic Decomposition Techniques Example Decomposition of a Time Series Additive Seasonal Variation Multiplicative Seasonal Variation Seasonal Factor (or Index) Example Example Decomposition Using Least Squares Regression Error Range Short - Term Forecasting Techniques Moving-Average Forecasting Exponential Smoothing Forecasting Evaluating Forecasts Using the Forecasts Considerations for Aggregating Forecasts Pyramid Forecasting Incorporating External Information Concluding Principles APICS/CPIM Certification Questions Case Study: Forecasting at Ross Products

75
75 77 77 78 79 80 83 84 84 85 85 86 87 90 91 92 94 96 99 99 101 103 104 105 111

CHAPTER 5

Sales and Operations Planning


Sales and Operations Planning in the Firm Sales and Operations Planning Fundamentals Sales and Operations Planning and Management Operations Planning and MPC Systems Payoffs The Sales and Operations Planning Process The Monthly Sales and Operations Planning Process Sales and Operations Planning Displays The Basic Trade-Offs Economic Evaluation of Alternative Plans The New Management Obligations Top Management Role

115
115 116 117 119 121 122 122 125 129 133 136 136

Page 24 of 46

Functional Roles Integrating Strategic Planning Controlling the Operations Plan Concluding Principles References APICS/CPIM Certification Questions Case Study: Delta Manufacturing Company's Integrated Sales and Operations Planning Process

137 141 142 142 143 143 148

CHAPTER 6

Advanced Sales and Operations Planning


Mathematical Programming Approaches Linear Programming (LP) Mixed Integer Programming Company Example: Lawn King Inc. Company Background Deciding on a Planning Model The Linear Programming Model Developing the Planning Parameters Solving the Linear Programming Model and Understanding the Results Sales and Operations Planning Issues Using Microsoft Excel Solver Concluding Principles APICS/CPIM Certification Questions

161
161 162 163 166 166 167 168 169 173 175 176 179 180

CHAPTER 7

Master Production Scheduling


The Master Production Scheduling (MPS) Activity The MPS Is a Statement of Future Output The Business Environment for the MPS Linkages to Other Company Activities Master Production Scheduling Techniques The Time-Phased Record Rolling through Time Order Promising and Available-to-Promise (ATP) Planning in an Assemble-to-Order Environment Managing Using a Two-Level MPS Master Production Schedule Stability Freezing and Time Fencing Managing the MPS The Overstated MPS Concluding Principles APICS/CPIM Certification Questions Case Study: Customer Order Promising at Kirk Motors Ltd. . Case Study: Hill-Rorn's Use of Planning Bills of Materials

183
183 184 185 187 189 189 190 192 196 199 202 203 204 204 205 205 209 211

CHAPTER 8

Material Requirements Planning


Material Requirements Planning in Manufacturing Planning and Control Record Processing The Basic MRP Record Linking the MRP Records Technical Issues Processing Frequency Bucketless Systems Lot Sizing Safety Stock and Safety Lead Time Low-Level Coding Pegging Firm Planned Orders Service Parts

215
215 217 217 227 229 230 231 231 232 233 234 234 235

Page 25 of 46

Planning Horizon Scheduled Receipts versus Planned Order Releases Using the MRP System The MRP Planner Exception Codes Bottom-up Replanning An MRP System Output System Dynamics Transactions during a Period Rescheduling Complex Transaction Processing Procedural Inadequacies Concluding Principles APICS/CPIM Certification Questions

235 235 236 236 238 239 241 241 243 244 244 246 247 247

CHAPTER 9

Advanced MRP
Determining Manufacturing Order Quantities Economic Order Quantities (EOQ) Periodic Order Quantities (POQ) Part Period Balancing (PPB) Wagner- Whitin Algorithm Simulation Experiments Buffering Concepts Categories of Uncertainty Safety Stock and Safety Lead Time Safety Stock and Safety Lead Time Performance Comparisons Scrap Allowances Other Buffering Mechanisms Nervousness Sources of MRP System Nervousness Reducing MRP System Nervousness Concluding Principles APICS/CPIM Certification Questions

253
253 255 256 257 258 259 260 260 262 263 265 266 266 267 267 269 270

CHAPTER 10 Capacity Planning and Management


The Role of Capacity Planning in MPC Systems Hierarchy of Capacity Planning Decisions Links to Other MPC System Modules Capacity Planning and Control Techniques Capacity Planning Using Overall Factors (CPOF) Capacity Bills Resource Profiles Capacity Requirements Planning (CRP) Scheduling Capacity and Materials Simultaneously Finite Capacity Scheduling Finite Scheduling with Product Structures: Using APS Systems Management and Capacity Planning/Utilization Capacity Monitoring with Input/Output Control Managing Bottleneck Capacity Capacity Planning in the MPC System Choosing the Measure of Capacity Choice of a Specific Technique Using the Capacity Plan Concluding Principles APICS/CPIM Certification Questions Case Study: Capacity Planning at Montell USA Inc Case Study: Capacity Planning at Applicon Case Study: Capacity Planning with APS at a Consumer Products Company

275
276 276 277 279 279 281 283 286 288 289 291 295 295 298 299 300 302 303 304 304 311 313 315

Page 26 of 46

CHAPTER 11 Production Activity Control


A Framework for Production Activity Control MPC System Linkages The Linkages between MRP and PAC Just-in- Time Effect on PAC The Company Environment Production Activity Control Techniques Basic Shop-Floor Control Concepts Lead- Time Management Gantt Charts Priority Sequencing Rules Theory of Constraints (TOC) Systems Vendor Scheduling and Follow-up The Internet and Vendor Scheduling Concluding Principles APICS/CPIM Certification Questions Case Study: Theory of Constraints (TOC) Scheduling at TOSOH

317
317 318 319 319 320 321 321 324 325 325 327 339 340 341 341 344

CHAPTER 12 Advanced Scheduling


Basic Scheduling Research The One-Machine Case The Two-Machine Case Dispatching Approaches Sequencing Rules Advanced Procedures Due Date-Setting Procedures Dynamic Due Dates Labor-Limited Systems Group Scheduling and Transfer Batches Concluding Principles APICS/CPIM Certification Questions

349
349 350 351 352 352 355 355 358 360 362 364 365

CHAPTER 13 Just-in-Time
JIT in Manufacturing Planning and Control Major Elements ofJust-in- Time JIT's Impact on Manufacturing Planning and Control The Hidden Factory JIT Building Blocks in MPC A JIT Example Leveling the Production Pull System Introduction Product Design Process Design Bill of Materials Implications JIT Applications Single-Card Kanban Toyota Nonrepetitive JIT A Service-Enhanced View of Manufacturing Flexible Systems Simplified Systems and Routine Execution Joint-Firm JlT The Basics Tightly Coupled JIT Supply Less Tightly Coupled JIT Supply JIT Coordination through Hubs Lessons JIT Software The MRP-JIT Separation

367
367 368 370 371 372 374 376 379 380 382 384 385 385 386 389 389 390 390 391 391 392 393 393 394 394 395

Page 27 of 46

JIT Planning and Execution Managerial Implications Information System Implications Manufacturing Planning and Control Scorekeeping Pros and Cons Concluding Principles APICS/CPIM Certification Questions

395 396 396 396 397 398 398 399

CHAPTER 14 Distribution Requirements Planning


Distribution Requirements Planning in the Supply Chain DRP and the MPC System Linkages DRP and the Marketplace DRP and Demand Management DRP and Master Production Scheduling DRP Techniques The Basic DRP Record Time-Phased Order Point (TPOP) Linking Several Warehouse Records Managing Day- to- Day Variations from Plan Safety Stock in DRP Management Issues with DRP Data Integrity and Completeness Organizational Support Problem Solving Concluding Principles APICS/CPIM Certification Questions Case Study: Abbott Laboratories

403
403 404 406 407 409 409 410 412 413 416 419 422 422 423 425 428 428 433

CHAPTER 15 Management of Supply Chain Logistics


A Framework for Supply Chain Logistics The Breadth of Supply Chain Logistics The Total Cost Concept Design, Operation, and Control Decisions Supply Chain Logistical Elements Transportation Warehouses Inventory Warehouse Replenishment Systems ROP/EOQ Systems Base Stock Systems Distribution Requirements Planning Warehouse Location Analysis Simulation Heuristic Procedures Programming Procedures Vehicle Scheduling Analysis Traveling Salesman Problem Solution Methodologies Customer Service Measurement Make-to-Stock Companies Make-to-Order Companies Concluding Principles APICS/CPIM Certification Questions

441
441 442 443 444 445 445 447 448 451 451 452 454 454 455 456 456 458 458 459 461 461 462 463 464

CHAPTER 16 Order Point Inventory Control Methods


Basic Concepts Independent- versus Dependent-Demand Items Functions of Inventory

469
470 470 471

Page 28 of 46

Management Issues Routine Inventory Decisions Determining Inventory System Performance Implementing Changes in Managing Inventory Inventory-Related Costs Order Preparation Costs Inventory Carrying Costs Shortage and Customer Service Costs Incremental Inventory Costs An Example Cost Trade-Off Economic Order Quantity Model. Determining the EOQ Order Timing Decisions Using Safety Stock for Uncertainty The Introduction of Safety Stock Continuous Distributions Probability of Stocking Out Criterion Customer Service Criterion Time Period Correction Factor Forecast Error Distribution Multi-Item Management Concluding Principles APICS/CPIM Certification Questions

472 472 473 474 474 475 475 476 476 477 478 479 481 481 482 485 485 487 489 490 491 492 493

CHAPTER 17 Strategy and MPC System Design


MPC Design Options Master Production Scheduling Options Detailed Material Planning Options Shop- Floor System Options Choosing the Options Market Requirements The Manufacturing Task Manufacturing Process Design MPC System Design The Choices in Practice Moog Inc., Space Products Division Kawasaki U.S.A. Applicon Integrating MRP and JIT The Need to Integrate Physical Changes That Support Integration Some Techniques for Integrating MRP and JIT Extending MPC Integration to Customers and Suppliers Concluding Principles APICS/CPIM Certification Questions

497
497 498 500 501 503 504 505 505 506 511 512 514 516 519 519 520 520 521 522 522

APPENDIX A APPENDIX B
INDEX

Answers to APICS/CPIM Certification Questions Areas of the Standard Normal Distribution

525 529
531

Page 29 of 46

Making Sustainability Work


Marc J. Epstein ISBN: 9781576754863 Table of Contents List of cases, figures, and tables Foreword John Elkington, SustainAbility Foreword Herman B. "Dutch" Leonard, Harvard Business School Preface
Introduction: Improving social and financial performance in global corporations
Why it's important? Managing corporate sustainability The Corporate Sustainability Model Background to this book Making sustainability work And finally

8 11 13 15
19
21 23 25 26 29 32

CHAPTER 1

A new framework for implementing corporate sustainability


What is sustainability? Identify your stakeholders Be accountable Corporate Sustainability Model Summary

33
36 41 43 45 57

CHAPTER 2

Leadership and strategy for corporate sustainability


Board commitment to sustainability CEO commitment to sustainability Leadership and global climate change Developing a corporate sustainability strategy Thinking globally The role of corporate mission statement Voluntary standards and codes of conduct Working with government regulations Social investors and sustainability indices Summary

58
59 60 62 64 67 71 73 79 81 84

CHAPTER 3

Organizing for Sustainability


The challenge for global corporations Involve the whole organization Information flow and a seat of the table Outsourcing Philanthropy and collaboration wit NGOs Summary

85
85 90 93 95 97 102

CHAPTER 4

Costing, capital investments, and the integration of social risk


The capital investment decision process Capital budgeting in medium and small enterprises Costs in the decision-making process Costing systems Risk assessment Summary

103
103 107 108 110 113 123

CHAPTER 5

Performance evaluation and reward systems


Performance evaluation systems

125
126

Page 30 of 46

Incentives and rewards Strategic performance measurement systems Shareholder value analysis Summary

132 137 140 142

CHAPTER 6

The foundations for measuring social, environmental, and economic impacts


The concept of value Methodologies for measuring social and environmental impacts Methodologies for measuring social and environmental risks Summary

143
145 148 156 162

CHAPTER 7

Implementing a social, environmental, and economic impact measurement system


Mapping the actions that drive performance Sustainability performance metrics Engage with your stakeholders Measuring reputation Measuring risk Measuring social and environmental impacts Summary

163
164 166 178 180 183 190 196

CHAPTER 8

Improving corporate processes, products, and projects for corporate sustainability


Organizational learning: the new battleground? Improving sustainability performance Reducing social and environmental impact Involve the supply chain Internal reporting Summary

198
199 203 208 213 217 222

CHAPTER 9

External sustainability reporting and verification


Global Reporting Initiative Let everyone know how you're doing External disclosure of sustainability measures Verifying sustainability performance and reporting Internal sustainability audits External sustainability audits Summary

223
224 226 232 236 237 240 247

CHAPTER 10 The benefits of sustainability for corporations and society


Making sustainability work Use the Corporate Sustainability Model to improve performance Create opportunities for innovation A last word

249
250 255 257 260

Endnotes Bibliography Index

262 270 282

Page 31 of 46

Project Management
Harold Kerzner ISBN: 9780470278703 Table of Contents
Preface CHAPTER 1
xvi OVERVIEW 1.0 Introduction 1.1 Understanding Project Management 1.2 Defining Project Success 1.3 The Project Manager-Line Manager Interface 1.4 Defining the Project Managers Role 1.5 Defining the Functional Managers Role 1.6 Defining the Functional Employees Role 1.7 Defining the Executives Role 1.8 Working with Executives 1.9 The Project Manager as the Planning Agent 1.10 Project Champions 1.11 The Downside of Project Management 1.12 Project-Driven versus Non-Project-Driven Organizations 1.13 Marketing in the Project-Driven Organization 1.14 Classification of Projects 1.15 Location of the Project Manager 1.16 Differing Views of Project Management 1.17 Concurrent Engineering: A Project Management Approach 1.18 Studying Tips for the PMI Project Management Certification Exam Problems Case Study Williams Machine Tool Company 35 37 37 38 38 39 45 50 54 57 58 59 60 63 66 68 74 74 1 1 2 7 8 12 14 17 17 18 19 20 21 22 24 26 27 29 30 30 33

CHAPTER 2

PROJECT MANAGEMENT GROWTH: CONCEPTS AND DEFINITIONS 2.0 Introduction 2.1 General Systems Management 2.2 Project Management: 1945-1960 2.3 Project Management: 1960-1985 2.4 Project Management: 1985-2009 2.5 Resistance to Change 2.6 Systems, Programs, and Projects: A Definition 2.7 Product versus Project Management: A Definition 2.8 Maturity and Excellence: A Definition 2.9 Informal Project Management: A Definition 2.10 The Many Faces of Success 2.11 The Many Faces of Failure 2.12 The Stage-Gate Process 2.13 Project Life Cycles 2.14 Gate Review Meetings (Project Closure) 2.15 Project Management Methodologies: A Definition

Page 32 of 46

2.16 Organizational Change Management and Corporate Cultures 2.17 Project Management Intellectual Property 2.18 Systems Thinking 2.19 Studying Tips for the PMI Project Management Certification Exam Problems

76 81 82 85 88 91 91 94 95 98 102 103 106 113 117 117 118 119 125 128 129 131 133

CHAPTER 3

ORGANIZATIONAL STRUCTURES 3.0 Introduction 3.1 Organizational Work Flow 3.2 Traditional (Classical) Organization 3.3 Developing Work Integration Positions 3.4 Line-Staff Organization (Project Coordinator) 3.5 Pure Product (Projectized) Organization 3.6 Matrix Organizational Form 3.7 Modification of Matrix Structures 3.8 The Strong, Weak, Balanced Matrix 3.9 Center for Project Management Expertise 3.10 Matrix Layering 3.11 Selecting the Organizational Form 3.12 Structuring the Small Company 3.13 Strategic Business Unit (SBU) Project Management 3.14 Transitional Management 3.15 Studying Tips for the PMI Project Management Certification Exam Problems Case Study Jones and Shephard Accountants, Inc

138 141 141 142 144 148 154 154 158 159 163 169 174 175 178 180 183 185 191

CHAPTER 4

ORGANIZING AND STAFFING THE PROJECT OFFICE AND TEAM 4.0 Introduction 4.1 The Staffing Environment 4.2 Selecting the Project Manager: An Executive Decision 4.3 Skill Requirements for Project and Program Managers 4.4 Special Cases in Project Manager Selection 4.5 Selecting the Wrong Project Manager 4.6 Next Generation Project Managers 4.7 Duties and Job Descriptions 4.8 The Organizational Staffing Process 4.9 The Project Office 4.10 The Functional Team 4.11 The Project Organizational Chart 4.12 Special Problems 4.13 Selecting the Project Management Implementation Team 4.14 Studying Tips for the PMI Project Management Certification Exam Problems

CHAPTER 5

MANAGEMENT FUNCTIONS

Page 33 of 46

5.0 Introduction 5.1 Controlling 5.2 Directing 5.3 Project Authority 5.4 Interpersonal Influences 5.5 Barriers to Project Team Development 5.6 Suggestions for Handling the Newly Formed Team 5.7 Team Building as an Ongoing Process 5.8 Dysfunctions of a Team 5.9 Leadership in a Project Environment 5.10 Life-Cycle Leadership 5.11 Organizational Impact 5.12 Employee-Manager Problems 5.13 Management Pitfalls 5.14 Communications 5.15 Project Review Meetings 5.16 Project Management Bottlenecks 5.17 Communication Traps 5.18 Proverbs and Laws 5.19 Human Behavior Education 5.20 Management Policies and Procedures 5.21 Studying Tips for the PMI Project Management Certification Exam Problems Case Studies The Trophy Project Leadership Effectiveness (A) Leadership Effectiveness (B) Motivational Questionnaire

191 193 193 198 206 209 212 216 217 220 221 225 227 230 233 242 243 244 245 248 249 249 254

264 266 271 277 285 285 286 286 288 289 290 292 293

CHAPTER 6

MANAGEMENT OF YOUR TIME AND STRESS 6.0 Introduction 6.1 Understanding Time Management 6.2 Time Robbers 6.3 Time Management Forms 6.4 Effective Time Management 6.5 Stress and Burnout 6.6 Studying Tips for the PMI Project Management Certification Exam Problems Case Study The Reluctant Workers

294 295 295 296 297 300

CHAPTER 7

CONFLICTS 7.0 Introduction 7.1 Objectives 7.2 The Conflict Environment 7.3 Conflict Resolution

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7.4 Understanding Superior, Subordinate, and Functional Conflicts 7.5 The Management of Conflicts 7.6 Conflict Resolution Modes 7.7 Studying Tips for the PMI Project Management Certification Exam Problems Case Studies Facilities Scheduling at Mayer Manufacturing Telestar International Handling Conflict in Project Management

301 303 304 306 308

311 312 313 319 319 320 327 333 336 338 339 342 345 346 348 350 352 354 355 361 365 365 366 370 371 372 373 380 381 383 383 384 393 394 395 396 397

CHAPTER 8

SPECIAL TOPICS 8.0 Introduction 8.1 Performance Measurement 8.2 Financial Compensation and Rewards 8.3 Critical issues with rewarding project teams 8.4 Effective Project Management in the Small Business Organization 8.5 Mega Projects 8.6 Morality, Ethics, and the Corporate Culture 8.7 Professional Responsibilities 8.8 Internal Partnerships 8.9 External Partnerships 8.10 Training and Education 8.11 Integrated Product/Project Teams 8.12 Virtual Project Teams 8.13 Breakthrough Projects 8.14 Studying Tips for the PMI Project Management Certification Exam Problems

CHAPTER 9

THE VARIABLES FOR SUCCESS 9.0 Introduction 9.1 Predicting Project Success 9.2 Project Management Effectiveness 9.3 Expectations 9.4 Lessons Learned 9.5 Understanding Best Practices 9.6 Studying Tips for the PMI Project Management Certification Exam Problems

CHAPTER 10 WORKING WITH EXECUTIVES


10.0 Introduction 10.1 The Project Sponsor 10.2 Handling Disagreements with the Sponsor 10.3 The Collective Belief 10.4 The Exit Champion 10.5 The In-House Representatives 10.6 Studying Tips for the PMI Project Management Certification Exam

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Problems Case Study Corwin Corporation

398

401 411 411 414 415 418 421 421 424 424 426 431 433 434 440 444 449 449 450 451 452 453 454 457 459 464 468 469 472 474 475 476 479 480 483 493 493 495 500 501 502 508 512

CHAPTER 11 PLANNING
11.0 Introduction 11.1 Validating the Assumptions 11.2 General Planning 11.3 Life-Cycle Phases 11.4 Proposal Preparation 11.5 Kickoff Meetings 11.6 Understanding Participants Roles 11.7 Project Planning 11.8 The Statement of Work 11.9 Project Specifications 11.10 Milestone Schedules 11.11 Work Breakdown Structure 11.12 WBS Decomposition Problems 11.13 Role of the Executive in Project Selection 11.14 Role of the Executive in Planning 11.15 The Planning Cycle 11.16 Work Planning Authorization 11.17 Why Do Plans Fail? 11.18 Stopping Projects 11.19 Handling Project Phaseouts and Transfers 11.20 Detailed Schedules and Charts 11.21 Master Production Scheduling 11.22 Project Plan 11.23 Total Project Planning 11.24 The Project Charter 11.25 Management Control 11.26 The Project Manager-Line Manager Interface 11.27 Fast-Tracking 11.28 Configuration Management 11.29 Enter price project Management Methodologies 11.30 Project Audits 11.31 Studying Tips for the PMI Project Management Certification Exam Problems

CHAPTER 12 NETWORK SCHEDULING TECHNIQUES


12.0 Introduction 12.1 Network Fundamentals 12.2 Graphical Evaluation and Review Technique (GERT) 12.3 Dependencies 12.4 Slack Time 12.5 Network Replanning 12.6 Estimating Activity Time

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12.7 Estimating Total Project Time 12.8 Total PERT/CPM Planning 12.9 Crash Times 12.10 PERT/CPM Problem Areas 12.11 Alternative PERT/CPM Models 12.12 Precedence Networks 12.13 Lag 12.14 Scheduling Problems 12.15 The Myths of Schedule Compression 12.16 Understanding Project Management Software 12.17 Software Features Offered 12.18 Software Classification 12.19 Implementation Problems 12.20 Critical Chain 12.21 Studying Tips for the PMI Project Management Certification Exam Problems Case Study Crosby Manufacturing Corporation

513 514 516 519 522 523 526 528 528 530 530 532 533 534 536 539

552 555 555 556 557 564 567 568 569 571 571 572 573 576 578 580 584 586 589 590 592 594 595 599 599 600 601 602

CHAPTER 13 PROJECT GRAPHICS


13.0 Introduction 13.1 Customer Reporting 13.2 Bar (Gantt) Chart 13.3 Other Conventional Presentation Techniques 13.4 Logic Diagrams/Networks 13.5 Studying Tips for the PMI Project Management Certification Exam Problems

CHAPTER 14 PRICING AND ESTIMATING


14.0 Introduction 14.1 Global Pricing Strategies 14.2 Types of Estimates 14.3 Pricing Process 14.4 Organizational Input Requirements 14.5 Labor Distributions 14.6 Overhead Rates 14.7 Materials/Support Costs 14.8 Pricing Out the Work 14.9 Smoothing Out Department Man-Hours 14.10 The Pricing Review Procedure 14.11 Systems Pricing 14.12 Developing the Supporting/Backup Costs 14.13 The Low-Bidder Dilemma 14.14 Special Problems 14.15 Estimating Pitfalls 14.16 Estimating High-Risk Projects 14.17 Project Risks

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14.18 The Disaster of Applying the 10 Percent Solution to Project Estimates 14.19 Life-Cycle Costing (LCC) 14.20 Logistics Support 14.21 Economic Project Selection Criteria: Capital Budgeting 14.22 Payback Period 14.23 The Time Value of Money 14.24 Net Present Value (NPV) 14.25 Internal Rate of Return (IRR) 14.26 Comparing IRR, NPV, and Payback 14.27 Risk Analysis 14.28 Capital Rationing 14.29 Project Financing 14.30 Studying Tips for the PMI Project Management Certification Exam Problems

605 606 613 614 614 615 616 617 618 618 619 620 622 624 629 629 633 636 637 644 645 647 666 668 671 672 675 676 677 678 685 686 689

CHAPTER 15 COST CONTROL


15.0 Introduction 15.1 Understanding Control 15.2 The Operating Cycle 15.3 Cost Account Codes 15.4 Budgets 15.5 The Earned Value Measurement System (EVMS) 15.6 Variance and Earned Value 15.7 The Cost Baseline 15.8 Justifying the Costs 15.9 The Cost Overrun Dilemma 15.10 Recording Material Costs Using Earned Value Measurement 15.11 The Material Accounting Criterion 15.12 Material Variances: Price and Usage 15.13 Summary Variances 15.14 Status Reporting 15.15 Cost Control Problems 15.16 Studying Tips for the PMI Project Management Certification Exam Problems Case Studies The Bathtub Period Franklin Electronics Trouble in Paradise

708 709 711 715 715 718 735 736 739 739

CHAPTER 16 TRADE-OFF ANALYSIS IN A PROJECT ENVIRONMENT


16.0 Introduction 16.1 Methodology for Trade-off Analysis 16.2 Contracts: Their Influence on Projects 16.3 Industry Trade-off Preferences 16.4 Conclusion 16.5 Studying Tips for the PMI Project Management Certification Exam

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CHAPTER 17 RISK MANAGEMENT


17.0 Introduction 17.1 Definition of Risk 17.2 Tolerance for Risk 17.3 Definition of Risk Management 17.4 Certainty, Risk, and Uncertainty 17.5 Risk Management Process 17.6 Plan Risk Management 17.7 Risk Identification 17.8 Risk Analysis 17.9 Qualitative Risk Analysis 17.10 Quantitative Risk Analysis 17.11 Probability Distributions and The Monte Carlo Process 17.12 Plan Risk Response 17.13 Monitoring and Control Risks 17.14 Some Implementation Considerations 17.15 The Use of Lessons Learned 17.16 Dependencies between Risks 17.17 The Impact of Risk Handling Measures 17.18 Risk and Concurrent Engineering 17.19 Studying Tips for the PMI Project Management Certification Exam Problems Case Studies Teloxy Engineering (A) Teloxy Engineering (B)

741 741 743 745 746 747 753 753 755 761 766 771 772 782 788 788 790 793 798 801 804 808

815 815 817 817 818 818 820 822 822 824 827 828 829 830 830 832 832 835 835 836 839 839

CHAPTER 18 LEARNING CURVES


18.0 Introduction 18.1 General Theory 18.2 The Learning Curve Concept 18.3 Graphic Representation 18.4 Key Words Associated with Learning Curves 18.5 The Cumulative Average Curve 18.6 Sources of Experience 18.7 Developing Slope Measures 18.8 Unit Costs and Use of Midpoints 18.9 Selection of Learning Curves 18.10 Follow-on Orders 18.11 Manufacturing Breaks 18.12 Learning Curve Limitations 18.13 Prices and Experience 18.14 Competitive Weapon 18.15 Studying Tips for the PMI Project Management Certification Exam Problems

CHAPTER 19 CONTRACT MANAGEMENT


19.0 Introduction

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19.1 Procurement 19.2 Plan Procurement 19.3 Conducting the Procurements 19.4 Conduct Procurements Request Seller Responses 19.5 Conduct Procurements Select Sellers 19.6 Types of Contracts 19.7 Incentive Contracts 19.8 Contract Type versus Risk 19.9 Contract Administration Cycle 19.10 Contract Closure 19.11 Using a Checklist 19.12 Proposal-Contractual Interaction 19.13 Summary 19.14 Studying Tips for the PMI Project Management Certification Exam

840 842 845 847 847 851 855 858 859 862 863 864 867 868 873 874 875 877 880 881 884 885 887 890 893 910 912 912

CHAPTER 20 QUALITY MANAGEMENT


20.0 Introduction 20.1 Definition of Quality 20.2 The Quality Movement 20.3 Comparison of the Quality Pioneers 20.4 The Taguchi Approach 20.5 The Malcolm Baldrige National Quality Award 20.6 ISO 9000 20.7 Quality Management Concepts 20.8 The Cost of Quality 20.9 The Seven Quality Control Tools 20.10 Process Capability (CP) 20.11 Acceptance Sampling 20.12 Implementing six sigma

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APICS Strategic Management of Resources References Sourcebook


Strategic Management of Resources Committee of the APICS Curricula and Certification Committee ISBN: 9780558374648 Table of Contents
All chapters are taken from Slack, N., Chambers, S., Johnston, R. and A. Betts, Operations and Process Management , 2nd edition, Prentice Hall, 2008 (please note, the number after Chapter I refers to the chapter number in Operations and Process Management ) Operations and Processes Operations Strategy Supply Network Design Process Design 1 Positioning Process Design 2 Analysis Product and Services Design Processes Supply Chain Management Capacity Management Inventory Management Resource Planning and Control Lean Synchronization Quality Management Improvement Risk and Resilience Project Management

Part I Chapter I 1 Chapter I 2 Chapter I 3 Chapter I 4 Chapter I 5 Chapter I 6 Chapter I 7 Chapter I 8 Chapter I 9 Chapter I 10 Chapter I 11 Chapter I 12 Chapter I 13 Chapter I 14 Chapter I 15

Part II

All chapters are taken from Charles T. and Harrison, Walter T., Financial & Managerial Accounting , 2nd edition, Prentice Hall, 2008 (please note, the number after Chapter II refers to the chapter number in Financial & Managerial Accounting )

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ces Sourcebook

ricula and Certification

3 35 67 107 137 181 211 247 279 311 349 385 425 465 497

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The Lean Toolbox


John Bicheno and Matthias Holweg ISBN: 9780954124458 Table of Contents
Chapter 1 THE FOURTH EDITION OF THE LEAN TOOLBOX
1.1 Going Back 1.2 Lean, Sustainability and Change 1.3 Lean Evolution

1
1 2 2

Chapter 2

PHILOSOPHY
2.1 Lean Seeks the 'Ideal Way' 2.2 Lean is not tools - or even a set of integrated tools! 2.3 Muda, Muri, and Mura 2.4 A Formula for 'Lean' 2.5 Lean is 'System' 2.6 Lean is Continuous Learning 2.7 Lean is both Revolution and Evolution 2.8 Lean is 'Distributed Decisions' 2.9 Two Analogies and the 'F's: The Orchestra and Fitness 2.10 The Five Lean Principles 2.11 The 25 Characteristics of Lean 2.12 The Toyota Way 2.13 The Lean Enterprise House

4
4 4 5 7 8 9 10 10 10 12 13 16 17

Chapter 3

VALUE AND WASTE


3.1 Value 3.2 Value and TRIZ 3.3 Muda and the 7 Wastes 3.4 'Type 1' and 'Type 2' Muda, Elimination and Prevention 3.5 Value Added, Non Value Added (Necessary and Avoidable) 3.6 Ohno's 7 Wastes 3.7 The New Wastes 3.8 Gemba and 'Learning to See' 3.9 Time-Based Competition

18
18 19 20 20 21 21 24 27 28

Chapter 4

LEAN TRANSFORMATION FRAMEWORKS


4.1 The House of Lean 4.2 The Flow Framework 4.3 The Hierarchical Transformation Framework 4.4 General Approaches to Lean Implementation 4.5 The Failure Modes of Lean Implementations 4.6 The Wiremold Case 4.7 A Warning on Lean Improvement

32
32 32 36 43 44 48 48

Chapter 5

STRATEGY, PLANNING, DEPLOYMENT


5.1 Operations Strategy 5.2 Tying in Operations Strategy With Lean 5.3 Understanding the Process: the Product-Process Matrix 5.4 Understanding the Customer 5.5 Value Stream Economics: What to Make Where 5.6 The Essential Paretos 5.7 Formulating an Operations Strategy 5.8 Policy Deployment / Hoshin Kanri

49
49 50 50 51 56 58 61 63

Chapter 6

PREPARING FOR FLOW


6.1 Demand Management

68
68

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6.2 Total Productive Maintenance (TPM) 6.3 Takt Time and Pitch Time 6.4 Activity Timing and Work Elements 6.5 SS 6.6 Visual Management 6.7 Standard Work, Standard Operating Procedures, and Job Breakdown Analysis 6.8 Changeover Reduction (SMED) 6.9 Small Machines, Avoiding Monuments and Thinking Small

70 76 77 78 82 84 89 92

Chapter 7

MAPPING, ASSESSMENTS AND ANALYSIS


7.1 The Value Stream Implementation Cycle 7.2 Stages of Mapping 7.3 Mapping and Implementation 7.4 Types of Mapping 7.5 Lean Assessments and Principles

94
94 96 99 101 117

Chapter 8

LAYOUT AND CELL DESIGN


8.1 Layout, Cell and Line Design, Lean Plant Layout 8.2 Major Types of Layout: the Product Process Matrix 8.3 General Layout: Good and Not so Good at the Factory Level 8.4 Material Handing: Good and Not so Good at the Factory Level 8.5 Cells 8.6 Cell Balancing 8.7 Chaku-Chaku Cell or Line 8.8 Virtual Cells 8.9 Moving Lines and Pulse Lines 8.10 Ergonomics

121
121 121 122 123 123 128 133 133 134 135

Chapter 9

SCHEDULING
9.1 The Level Schedule 9.2 Constructing a Lean Scheduling System: Eight Building Blocks 9.3 The Eleven Scheduling Concepts

137
138 139 142

Chapter 10

THEORY OF CONSTRAINTS AND FACTORY PHYSICS


10.1 A Drum Buffer Rope Illustration 10.2 Dependent Events and Statistical Fluctuations 10.3 Constraints, Bottlenecks and Non-Bottleneck Resources: the Synchronous Rules 10.4 The Laws of Factory Physics 10.5 Conflicts Between Lean Thinking and MRP Thinking? 10.6 The Theory of Constraints Improvement Cycle

163
163 164 165 166 167 169

Chapter 11

QUALITY
11.1 A Framework for Lean Quality 11.2 Complexity 11.3 Variation 11.4 Mistakes 11.5 Six Sigma 11.6 How to Calculate the Sigma Level of a Process 11.7 Integrating Lean and Six Sigma 11.8 Mistake-Proofing (Pokayoke)

171
171 172 173 173 174 176 177 179

Chapter 12

IMPROVEMENT
12.1 Improvement Cycles: PDCA, DMAIC, 8D, IDEA, and TWI 12.2 'Five Whys', Root Causes and Six Honest Serving Men 12.3 Organising for Improvement 12.4 Continuous Improvement Approaches 12.5 Kaizen 12.6 Mess Management

182
182 185 186 189 192 199

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12.7 A3 Problem Solving and Reports 12.8 Communications Board

199 201

Chapter 13

MANAGING CHANGE
13.1 People and Change in Lean 13.2 What is the 'Social System'? 13.3 Models for Change Management 13.4 Creating the Lean Culture 13.5 Training within Industry (TWI) 13.6 The Adoption Curve and Key People

203
203 203 204 210 212 215

Chapter 14

SUSTAINABILITY-MAKING CHANGE STICK


14.1 Process (and System) Sustainability 14.2 Staff Sustainability

218
218 220

Chapter 15

NEW PRODUCT DEVELOPMENT AND INTRODUCTION


15.1 Four Objectives and Six Trade-offs 15.2 Wastes in New Product Development 15.3 Toyota's Approach to Product Development 15.4 Cost 15.5 Speed and Levelling: Critical Chain & Lean Project Management 15.6 Quality 15.7 Additional Tools for Lean Product Development

224
225 226 227 230 237 238 244

Chapter 16

CREATING THE LEAN SUPPLY CHAIN


16.1 What is Supply Chain Management? 16.2 Dynamic Distortions 16.3 Managing Supplier Relations 16.4 Supply Chain Collaboration 16.5 Lean Logistics 16.6 Order Fulfilment and Product Customisation 16.7 Creating High-Performance Supply Chains

247
247 249 252 257 259 260 264

Chapter 17

ACCOUNTING AND MEASUREMENT


17.1 Lean Accounting 17.2 Performance Measures 17.3 The Basic Lean Measures 17.4 Target Costing, Kaizen Costing and Cost Down

265
265 269 272 275

Chapter 18

LEAN - HOW IT ALL CAME ABOUT


18.1 Lean before Toyota 18.2 Toyota: the Birthplace of Lean 18.3 Why do we call it 'Lean'?

278
278 279 280

Chapter 19

FURTHER RESOURCES - WHERE TO GET HELP


19.1 Companion Volumes 19.2 Research Centres, Research Programmes and Web Resources 19.3 Articles, Books and Videos 19.4 Certification

283
283 283 283 284

INDEX

285

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