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Getting and staying productive : applying swift, even flow to practice /
"All kinds of processes - those that make things or deliver services or operate companies - can be made more productive, and society's continued well-being requires it. This book is for all those with a stake in improving how companies run. It introduces the concept of 'swift, even fl...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Cambridge, UK ; New York :
Cambridge University Press,
2012.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Schmenner, Roger W., |d 1947- | |
| 245 | 1 | 0 | |a Getting and staying productive : |b applying swift, even flow to practice / |c Roger W. Schmenner. |
| 260 | |a Cambridge, UK ; |a New York : |b Cambridge University Press, |c 2012. | ||
| 300 | |a 1 online resource (xii, 281 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 520 | |a "All kinds of processes - those that make things or deliver services or operate companies - can be made more productive, and society's continued well-being requires it. This book is for all those with a stake in improving how companies run. It introduces the concept of 'swift, even flow' and explains how that concept stands behind popular business tools such as 'lean' principles and Six Sigma. More than that, it shows how swift, even flow can lead to deep, strategic insights and fresh ideas. The book uses many examples, both contemporary and historic, and 16 case studies from all sorts of business situations to demonstrate how swift, even flow can be applied. Services and manufacturing, supply chains and individual operations, product development and outsourcing, strategy and tactics, hourly workers and top level executives - all benefit from this fundamental re-thinking of what it takes to become productive"-- |c Provided by publisher | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; Getting and Staying Productive; Title; Copyright; Dedication; Contents; Figures; Tables; Preface; PART I: The concept; 1: The usual suspects; TRAPS AND PITFALLS; No. 1. Chopping heads; No. 2. Automation; No. 3. Efficiency measures; No. 4. Economies of scale; No. 5. Systems; "THE USUAL SUSPECTS" ARE SUSPECT; 2: Swift, even flow; VARIATION IN QUALITY; VARIATION IN QUANTITIES AND TIMING; COPING WITH VARIATION: DIFFERENT MANUFACTURING PROCESSES; BACK TO VARIATION IN QUANTITIES AND TIMING; VARIATION FOR SERVICES; "EVEN" IS THE GOAL; SWIFT FLOW; SWIFT FLOW AND WASTE. | |
| 505 | 8 | |a SWIFT FLOW AND INVENTORIESTHE TORTOISE AND THE HARE; SOME EXAMPLES; 1 Southwest Airlines and easyJet; 2 Dell; 3 Zara; 4 Nucor; 5 Joint implant surgery; REVISITING THE USUAL SUSPECTS; UNDERSTANDING PRODUCTION PROCESSES IN A NEW LIGHT; PRODUCTIVITY AND VARIATION, PROFIT AND UNCERTAINTY; IT'S THE SAME FOR SERVICES; SHOULD PRODUCTIVITY ALWAYS BE THE GOAL?; HOW DOES SWIFT, EVEN FLOW FIT WITH CURRENT THINKING?; SWIFT, EVEN FLOW CAN BE MORE; 3: The old-fashioned way to make money; SWIFT, EVEN FLOW IN THE DATA; THE OLD-FASHIONED WAY TO MAKE MONEY; THE ARSENAL; THE ROBBER BARONS. | |
| 505 | 8 | |a Andrew Carnegie and the sorry case of US SteelEXPLAINING THE INDUSTRIAL REVOLUTION; WHY BRITAIN?; IT's ALSO ABOUT TIME; ARKWRIGHT, THE WATER FRAME, AND THE FACTORY; THE AMERICAN CONTRIBUTION; PRODUCTIVITY RATES DURING THE INDUSTRIAL REVOLUTION; SWIFT, EVEN FLOW AND CLOCK-MAKING; MASS PRODUCTION VERSUS MASS CUSTOMIZATION; THE PLACE OF SWIFT, EVEN FLOW IN THIS HISTORY; PART II: Application; 4: Vision; A FRATERNITY OF HERNIA SUFFERERS; THE CIRCUS IS COMING TO TOWN; A POWERFUL PHILOSOPHY; 1 Quality; 2 Expertise; 3 Mistakes; 4 Inventory; 5 Lot sizes; 6 Queues; 7 The value of automation. | |
| 505 | 8 | |a 8 Sources of cost reduction9 Material flow; 10 Flexibility; 11 The role of overhead; 12 The cost of labor; 13 Machine speed; 14 Procurement; 15 Expediting; IT AIN'T EASY; AN ALTERNATIVE VISION OF TYING COST TO A PRODUCT; HOW WOULD IT WORK?; 5: Making a bad process better; A BACK-OFFICE NIGHTMARE; Variation; Throughput time; What swift, even flow suggests; SOME TAKEAWAYS FOR MAKING FLOWS SWIFT AND EVEN; NOT A BOOMING BUSINESS; Variation; Throughput time; WHAT SWIFT, EVEN FLOW SUGGESTS; SOME TAKEAWAYS FOR MAKING FLOWS SWIFT AND EVEN; ALL CLOGGED UP; GETTING ARMS AROUND THIS PROBLEM; Variation. | |
| 505 | 8 | |a Throughput timeWHAT SWIFT, EVEN FLOW SUGGESTS; SOME TAKEAWAYS FOR MAKING FLOWS SWIFT AND EVEN; BOTTLES, BOTTLES EVERYWHERE; WHAT DOES SWIFT, EVEN FLOW SAY ABOUT THIS? A CRITICAL TAKEAWAY; SOMETIMES THERE ARE MORE CHOICES THAN YOU THINK; ATTACKING THE OLD REGIME -- WHAT SWIFT, EVEN FLOW HAS TO SAY; TAKEAWAYS; LESSONS LEARNED: TURNING AROUND POORER-PERFORMING OPERATIONS; Coping with variation; Coping with long throughput times; 6: Linking the supply chain; TICK, TOCK; SWIFT, EVEN FLOW FOR THE SUPPLY CHAIN; ZÄNGERLE'S VISION; SOME TAKEAWAYS FOR MAKING SUPPLY CHAIN FLOWS SWIFT AND EVEN. | |
| 546 | |a English. | ||
| 590 | |a eBooks on EBSCOhost |b EBSCO eBook Subscription Academic Collection - Worldwide | ||
| 650 | 0 | |a Industrial productivity. | |
| 650 | 0 | |a Six sigma (Quality control standard) | |
| 650 | 0 | |a Business logistics. | |
| 650 | 6 | |a Productivité. | |
| 650 | 6 | |a Six Sigma. | |
| 650 | 6 | |a Logistique (Organisation) | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Quality Control. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Total Quality Management. |2 bisacsh | |
| 650 | 7 | |a Business logistics. |2 fast |0 (OCoLC)fst00842759 | |
| 650 | 7 | |a Industrial productivity. |2 fast |0 (OCoLC)fst00971502 | |
| 650 | 7 | |a Six sigma (Quality control standard) |2 fast |0 (OCoLC)fst01119844 | |
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| 650 | 1 | 7 | |a Productiviteit. |2 gtt |0 (NL-LeOCL)07863671X |
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