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Lean Supply Chain Management : A Handbook for
Stategic Procurement
by Jeffrey P. Wincel
ISBN:156327289x
Productivity Press
© 2004
(240 pages)
This book provides purchasers and supplier development
professionals with the tools needed to transform
procurement from a mere cost center to a profit generator.
<?xml version="1.0" encoding="ISO-8859-1"?>
Table of Contents
Lean Supply Chain Management—A Handbook for Strategic Procurement
Foreword
Introduction
SECTION I
- The Foundations
Chapter 1
-
The Purchasing/SCM Executive as CEO
Chapter 2
-
The Disciplines of Planning
Chapter 3
-
Force Versus Skill
SECTION II - The Crisis Environment
Chapter 4
-
Defining the Crisis Environment
Chapter 5
-
Crisis Plan Background and Phase 1—Acquisition Team Formation
Chapter 6
-
Phase II—Price Benchmarking
Chapter 7
-
Phase III—Short-Term Process Improvement
Chapter 8
-
Phase IV—Value Analysis/Value Engineering
Chapter 9
-
Phase V—Lean Manufacturing
SECTION III
- The Standard Environment
Chapter 10
-
Defining the Standard Environment
Chapter 11
-
Supply Base Management
Chapter 12
-
Supplier Quality and Development
Chapter 13
-
Cost Management and Control
Chapter 14
-
Materials Management
Chapter 15
-
The Supply Chain Organization
SECTION IV
- Coordinating SCM and Lean Management
Chapter 16
-
Developing & Implementing Lean Fundamentals
Chapter 17
-
Manufacturing Implementation
Chapter 18
-
Ongoing Improvements
Index
List of Figures
List of Tables
List of Sidebars
Lean Supply Chain Management : A Handbook for
Stategic Procurement
by Jeffrey P. Wincel
ISBN:156327289x
Productivity Press
© 2004
(240 pages)
This book provides purchasers and supplier development
professionals with the tools needed to transform
procurement from a mere cost center to a profit generator.
<?xml version="1.0" encoding="ISO-8859-1"?>
Table of Contents
Lean Supply Chain Management—A Handbook for Strategic Procurement
Foreword
Introduction
SECTION I
- The Foundations
Chapter 1
-
The Purchasing/SCM Executive as CEO
Chapter 2
-
The Disciplines of Planning
Chapter 3
-
Force Versus Skill
SECTION II - The Crisis Environment
Chapter 4
-
Defining the Crisis Environment
Chapter 5
-
Crisis Plan Background and Phase 1—Acquisition Team Formation
Chapter 6
-
Phase II—Price Benchmarking
Chapter 7
-
Phase III—Short-Term Process Improvement
Chapter 8
-
Phase IV—Value Analysis/Value Engineering
Chapter 9
-
Phase V—Lean Manufacturing
SECTION III
- The Standard Environment
Chapter 10
-
Defining the Standard Environment
Chapter 11
-
Supply Base Management
Chapter 12
-
Supplier Quality and Development
Chapter 13
-
Cost Management and Control
Chapter 14
-
Materials Management
Chapter 15
-
The Supply Chain Organization
SECTION IV
- Coordinating SCM and Lean Management
Chapter 16
-
Developing & Implementing Lean Fundamentals
Chapter 17
-
Manufacturing Implementation
Chapter 18
-
Ongoing Improvements
Index
List of Figures
List of Tables
List of Sidebars
Back Cover
Unlike other strategic procurement guides,
Lean Supply Chain Management
considers an organization's
"business condition" as a contributing factor in the development of a strategic procurement strategy. That is,
rather than taking a "one-size fits all" approach, the author's more individualized approach illustrates
techniques specific to organizations operating in a "standard" environment or "crisis" environment. In
addition,
Lean Supply Chain Management
is the only book that incorporates lean methodology as the key
factor in its supply chain strategies.
Highlights include:
Methods for developing and tracking strategic procurement initiatives.
Planning in the "standard" and "crisis" environments.
Coordinating supply chain management and lean manufacturing.
Performance measurement tools.
Lean Supply Chain Management
provides purchasers and supplier development professionals with the tools
needed to transform procurement from a mere cost center to a profit generator.
Lean Supply Chain Management : A Handbook for
Stategic Procurement
by Jeffrey P. Wincel
ISBN:156327289x
Productivity Press
© 2004
(240 pages)
This book provides purchasers and supplier development
professionals with the tools needed to transform
procurement from a mere cost center to a profit generator.
<?xml version="1.0" encoding="ISO-8859-1"?>
Table of Contents
Lean Supply Chain Management—A Handbook for Strategic Procurement
Foreword
Introduction
SECTION I
- The Foundations
Chapter 1
-
The Purchasing/SCM Executive as CEO
Chapter 2
-
The Disciplines of Planning
Chapter 3
-
Force Versus Skill
SECTION II - The Crisis Environment
Chapter 4
-
Defining the Crisis Environment
Chapter 5
-
Crisis Plan Background and Phase 1—Acquisition Team Formation
Chapter 6
-
Phase II—Price Benchmarking
Chapter 7
-
Phase III—Short-Term Process Improvement
Chapter 8
-
Phase IV—Value Analysis/Value Engineering
Chapter 9
-
Phase V—Lean Manufacturing
SECTION III
- The Standard Environment
Chapter 10
-
Defining the Standard Environment
Chapter 11
-
Supply Base Management
Chapter 12
-
Supplier Quality and Development
Chapter 13
-
Cost Management and Control
Chapter 14
-
Materials Management
Chapter 15
-
The Supply Chain Organization
SECTION IV
- Coordinating SCM and Lean Management
Chapter 16
-
Developing & Implementing Lean Fundamentals
Chapter 17
-
Manufacturing Implementation
Chapter 18
-
Ongoing Improvements
Index
List of Figures
List of Tables
List of Sidebars
Lean Supply Chain Management—A Handbook for
Strategic Procurement
Jeffrey P. Wincel
productivity press
Copyright © 2004 Productivity Press, a Division of Kraus Productivity Organization, Ltd.
All rights reserved. No part of this book may be reproduced or utilized in any form or by any means,
electronic or mechanical, including photocopying, recording, or by any information storage and retrieval
system, without permission in writing from the publisher.
Most Productivity Press books are available at quantity discounts when purchased in bulk. For more
information contact our Customer Service Department (800–394–6868). Address all other inquiries to:
Productivity Press
444 Park Avenue South, Suite 604
New York, NY 10016
United States of America
Telephone: 212–686–5900
Telefax: 212–686–5411
E-mail:
info@productivitypress.com
Composed by William H. Brunson Typography Services
Library of Congress Cataloging-in-Publication Data
Wincel, Jeffrey.
Lean supply chain management : a handbook for strategic
procurement / by Jeffrey Wincel.
p. cm.
1-56327-289-X
1. Business logistics. 2. Industrial procurement—Management. I.
Title.
HD38.5.W56 2003
658.7
'
2—dc22
2003021131
06 05 04 03 5 4 3 2 1
There is only one person I can dedicate this
to — Heather. Not only are you my partner
in life, but my partner in spirit too.
Without you, not only would this book have
never happened, but neither would the joy of
living life. Thank you and I love you.
Lean Supply Chain Management : A Handbook for
Stategic Procurement
by Jeffrey P. Wincel
ISBN:156327289x
Productivity Press
© 2004
(240 pages)
This book provides purchasers and supplier development
professionals with the tools needed to transform
procurement from a mere cost center to a profit generator.
<?xml version="1.0" encoding="ISO-8859-1"?>
Table of Contents
Lean Supply Chain Management—A Handbook for Strategic Procurement
Foreword
Introduction
SECTION I
- The Foundations
Chapter 1
-
The Purchasing/SCM Executive as CEO
Chapter 2
-
The Disciplines of Planning
Chapter 3
-
Force Versus Skill
SECTION II - The Crisis Environment
Chapter 4
-
Defining the Crisis Environment
Chapter 5
-
Crisis Plan Background and Phase 1—Acquisition Team Formation
Chapter 6
-
Phase II—Price Benchmarking
Chapter 7
-
Phase III—Short-Term Process Improvement
Chapter 8
-
Phase IV—Value Analysis/Value Engineering
Chapter 9
-
Phase V—Lean Manufacturing
SECTION III
- The Standard Environment
Chapter 10
-
Defining the Standard Environment
Chapter 11
-
Supply Base Management
Chapter 12
-
Supplier Quality and Development
Chapter 13
-
Cost Management and Control
Chapter 14
-
Materials Management
Chapter 15
-
The Supply Chain Organization
SECTION IV
- Coordinating SCM and Lean Management
Chapter 16
-
Developing & Implementing Lean Fundamentals
Chapter 17
-
Manufacturing Implementation
Chapter 18
-
Ongoing Improvements
Index
List of Figures
List of Tables
List of Sidebars
Foreword
LEAN AND SUPPLY CHAIN IMPROVEMENTS
During the past 20 years, many manufacturing organizations in the U.S. have been writing and studying
all aspects of lean manufacturing. The majority of these studies have been based on the famous
Toyota Production System (TPS). These lean efforts have taken us in numerous directions. In many
books, you can read about TPS, its various tools such as kanban and so on, and improvement
techniques such as kaizen. Very little, however, has been written concerning one of the primary
success reasons for this great system—supply chain management and development.
We have heard about the
kiritsu
of the Japanese OEMs, and assume this is another reason for
success in Japan. Many believe that the joint ownership (and control) of suppliers by big corporations in
a kiritsu allow companies such as Toyota to keep material prices and profits of suppliers down. This is
one of our largest misunderstandings while studying lean manufacturing. Much more relevant is the
constant joint analysis of the total value chain, and the rigorous effort to take waste out of the total
system. These efforts are accomplished while
sharing
in the financial rewards made possible by the
improvements in quality and profitability. Few have endeavored to put forward the value of utilizing the
entire system approach complete with the tools of TPS and supply chain management in an
understandable, applicable way.
Beyond reading about the supply chain approach from a successful company, the best learning
advantage would be to supply companies like Toyota
and
traditional (automotive) companies. This
would give an individual leader and teams the advantage of seeing and comparing the two methods,
traditional versus lean, side by side. This side-by-side comparison enables us to see what works and
what does not work in the U.S. manufacturing environment. This is exactly the comparison that Jeff
Wincel brings to the table in his book,
Lean Supply Chain Management
.
Working for the "big three" automotive purchasing and supply chain organizations and major tier-one
suppliers, Jeff had learned first hand the differences of these companies in their approach to supply
chain management. Jeff used this as he set out to successfully incorporate the best practices into his
team and their supply chain management efforts. In this book, Jeff examines the need to critically
analyze the current business environment within a company and to recognize if a traditional (slow)
change is acceptable, or if the company is in a crisis situation calling for rapid change. Each of these
conditions will require different skills and application of lean implementation and supply chain
management.
There is a degree of frustration in many organizations working to achieve the success of great
companies like Toyota or Honda. This success includes improved quality, delivery, cost reduction, and
team member morale, all aimed at the quest of improved profitability. There are continued efforts to
study, read books, and employ consultants, but many companies are not seeing the expected bottom
line of these efforts. One of the major problems with these efforts is the fact that leaders do not
understand lean manufacturing as a total, fully integrated system of manufacturing the product,
including the total material value chain. They tend to treat each tool of lean as an independent
improvement potential. A second problem is that, all too often, the lean
manufacturing system is
thought of as a manufacturing-floor project using items like JIT, kaizen, and andons, but having little or
no relationship to the total value chain. Likewise, in other corners of the company, total supply chain
improvements are being studied independently from the greater total manufacturing systems being
implemented. Jeff is one of the first to tie the critical relationships of a total lean manufacturing system
(including the plant floor level tools) with the work on total value chain and supply base improvements.
Again, much has been written about the total value chain and true gains to be made in a cradle to
grave value analysis by taking the waste out of the total system. This is nothing new. In the early
1900s, Henry Ford had a vision of accomplishing his mass production process with a vision of three
days from raw material to finished product. Mr. Ford did this by understanding the total value chain from
lumber, elements, and raw material through the entire supply base and into final assembly. He realized
he could not achieve total cost reduction without a full concentration on the complete value stream. By
the way, this was not known as a value steam in the 1900s—it was only sensible way to achieve total
Lean Supply Chain Management : A Handbook for
Stategic Procurement
by Jeffrey P. Wincel
ISBN:156327289x
Productivity Press
© 2004
(240 pages)
This book provides purchasers and supplier development
professionals with the tools needed to transform
procurement from a mere cost center to a profit generator.
<?xml version="1.0" encoding="ISO-8859-1"?>
Table of Contents
Lean Supply Chain Management—A Handbook for Strategic Procurement
Foreword
Introduction
SECTION I
- The Foundations
Chapter 1
-
The Purchasing/SCM Executive as CEO
Chapter 2
-
The Disciplines of Planning
Chapter 3
-
Force Versus Skill
SECTION II - The Crisis Environment
Chapter 4
-
Defining the Crisis Environment
Chapter 5
-
Crisis Plan Background and Phase 1—Acquisition Team Formation
Chapter 6
-
Phase II—Price Benchmarking
Chapter 7
-
Phase III—Short-Term Process Improvement
Chapter 8
-
Phase IV—Value Analysis/Value Engineering
Chapter 9
-
Phase V—Lean Manufacturing
SECTION III
- The Standard Environment
Chapter 10
-
Defining the Standard Environment
Chapter 11
-
Supply Base Management
Chapter 12
-
Supplier Quality and Development
Chapter 13
-
Cost Management and Control
Chapter 14
-
Materials Management
Chapter 15
-
The Supply Chain Organization
SECTION IV
- Coordinating SCM and Lean Management
Chapter 16
-
Developing & Implementing Lean Fundamentals
Chapter 17
-
Manufacturing Implementation
Chapter 18
-
Ongoing Improvements
Index
List of Figures
List of Tables
List of Sidebars
waste reduction and profit improvements while reducing the price of the product to the customer.
Likewise, if you look very deeply at the Toyota Production System, or any successful lean system, you
will need to realize that the company system goes far beyond the manufacturing floor and extends to
the total value stream of suppliers. The system must incorporate the tools of lean manufacturing, aimed
at improving the strength of the entire group by the reduction of waste. Jeff has worked to incorporate
many of these tools.
Jeff, as the leader of purchasing and supply chain management for Donnelly Corporation, was very
instrumental at working with the Donnelly Production System, also patterned after the Toyota system,
and was highly successful at integrating the tools and techniques into the Donnelly distribution center
and into the total supply chain. He used the annual planning system of lean to set targets for price
reduction and other business improvement, but then extended the effort to assist and educate suppliers
in the methods of working together for both companies' success. He was instrumental at ensuring that
price reduction expectations were not a one-way street. The only way for us to have been successful
was for both companies to succeed.
Many major manufacturers in many fields have not begun to grasp the need to work cooperatively with
their suppliers to achieve real improvement. Their approach to price improvement, inventory control, or
any other improvement is for the supplier to absorb all the cost, with the benefit only going to them as
the customer. Even today, they are not seeing that this approach will not only destroy the supplier but
also will not lead to cost reduction even in their own company. Jeff wants to take you in a completely
different direction in his approach to understanding and approaching profit improvement through the
total value chain.
Russ Scaffede
Vice President, Manufacturing
Tiara Yachts
Holland, Michigan
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