Lawrence D. Fredendall – författare

Supply Chain Management (SCM) was once a "pie in the sky" concept that could not be fully achieved. A key barrier was the cost of communicating with and coordinating among the many independent suppliers in each supply chain. SCM is possible because of three changes: technology has developed that simplifies communication, new management paradigms ha

Supply Chain Management (SCM) was once a "pie in the sky" concept that could not be fully achieved. A key barrier was the cost of communicating with and coordinating among the many independent suppliers in each supply chain. SCM is possible because of three changes: technology has developed that simplifies communication, new management paradigms ha

Supply Chain Management (SCM) was once a "pie in the sky" concept that could not be fully achieved. A key barrier was the cost of communicating with and coordinating among the many independent suppliers in each supply chain. SCM is possible because of three changes: technology has developed that simplifies communication, new management paradigms have developed that are shared among supply chain members and simplify their coordination efforts, and the development of a highly trained workforce.Managers recognize that costs can be reduced while customer satisfaction is increased when production and inventory decisions are based on analysis of the total system of delivering products and/or services. Gradually, firms have begun to see themselves as a system of closely linked processes which deliver products and/or services to customers and to recognize that the entire firm is one link in a chain of firms that serve the customer. By increasing the integration in the entire supply chain, all the firms in the chain can increase their profits.Competition in the workplace has pushed firms to make SCM a reality. Those who master it gain a competitive edge. Therefore, SCM means money and jobs. The Basics of Supply Chain Management will give you the tools you need to master this crucial subject.Features

This book provides a short, concise overview of lean work design, which sees lean systems as the result of a systematic implementation of appropriate work processes. It discusses lean tools, but views tools only as a means of achieving a desirable work design and does not see the use of lean tools as a goal in themselves.

This book approaches Lean as an exercise in work design – hence its title. To provide an integrated view of the different perspectives of lean work design, the book examines the major work design decisions from each perspective.It identifies the principles involved in lean operations and examines three existing theories of work design that help define lean operations: systems theory; system variance and the three buffers utilized to protect the system from variance (inventory, capacity and lead time); and organizational information processing theory.The intended outcome for readers of this book will be an understanding of what is meant by Lean, how it applies to work design, and how it can be implemented in a variety of industries and organizational settings to make those organizations more competitive.