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...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cambridge, UK ; New York :
Cambridge University Press,
2012.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | "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"-- |
| Beschreibung: | 1 online resource (xii, 281 pages) : illustrations |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781139233965 1139233963 9781139108775 1139108778 9781139232418 113923241X 1107231515 9781107231511 1139234641 9781139234641 1280393777 9781280393778 9786613571694 6613571695 1139233181 9781139233187 1139229516 9781139229517 |
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| 100 | 1 | |a Schmenner, Roger W., |d 1947- |1 https://id.oclc.org/worldcat/entity/E39PCjv7Q6B93dYXcFvYKkCvpP |0 http://id.loc.gov/authorities/names/n80088245 | |
| 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. | ||
| 650 | 0 | |a Industrial productivity. |0 http://id.loc.gov/authorities/subjects/sh85065915 | |
| 650 | 0 | |a Six sigma (Quality control standard) |0 http://id.loc.gov/authorities/subjects/sh2002000565 | |
| 650 | 0 | |a Business logistics. |0 http://id.loc.gov/authorities/subjects/sh85018306 | |
| 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 | |
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| 650 | 7 | |a Industrial productivity |2 fast | |
| 650 | 7 | |a Six sigma (Quality control standard) |2 fast | |
| 650 | 1 | 7 | |a Kwaliteitsverbetering. |2 gtt |0 (NL-LeOCL)078568110 |
| 650 | 1 | 7 | |a Management development. |2 gtt |0 (NL-LeOCL)078582571 |
| 650 | 1 | 7 | |a Kwaliteitszorg. |2 gtt |0 (NL-LeOCL)078568072 |
| 650 | 1 | 7 | |a Productiviteit. |2 gtt |0 (NL-LeOCL)07863671X |
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Datensatz im Suchindex
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|---|---|
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| adam_text | |
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| author | Schmenner, Roger W., 1947- |
| author_GND | http://id.loc.gov/authorities/names/n80088245 |
| author_facet | Schmenner, Roger W., 1947- |
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| callnumber-search | HD56 .S345 2012eb |
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| callnumber-subject | HD - Industries, Land Use, Labor |
| collection | ZDB-4-EBU |
| contents | 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. 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. 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. 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. 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. |
| ctrlnum | (OCoLC)794002211 |
| dewey-full | 658.4/013 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/013 |
| dewey-search | 658.4/013 |
| dewey-sort | 3658.4 213 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | ZDB-4-EBU-ocn794002211 |
| illustrated | Illustrated |
| indexdate | 2024-11-26T14:49:05Z |
| institution | BVB |
| isbn | 9781139233965 1139233963 9781139108775 1139108778 9781139232418 113923241X 1107231515 9781107231511 1139234641 9781139234641 1280393777 9781280393778 9786613571694 6613571695 1139233181 9781139233187 1139229516 9781139229517 |
| language | English |
| oclc_num | 794002211 |
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| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (xii, 281 pages) : illustrations |
| psigel | ZDB-4-EBU |
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| spelling | Schmenner, Roger W., 1947- https://id.oclc.org/worldcat/entity/E39PCjv7Q6B93dYXcFvYKkCvpP http://id.loc.gov/authorities/names/n80088245 Getting and staying productive : applying swift, even flow to practice / Roger W. Schmenner. Cambridge, UK ; New York : Cambridge University Press, 2012. 1 online resource (xii, 281 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier "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"-- Provided by publisher Includes bibliographical references and index. Print version record. 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. 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. 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. 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. 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. English. Industrial productivity. http://id.loc.gov/authorities/subjects/sh85065915 Six sigma (Quality control standard) http://id.loc.gov/authorities/subjects/sh2002000565 Business logistics. http://id.loc.gov/authorities/subjects/sh85018306 Productivité. Six Sigma. Logistique (Organisation) BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Quality Control. bisacsh BUSINESS & ECONOMICS Total Quality Management. bisacsh Business logistics fast Industrial productivity fast Six sigma (Quality control standard) fast Kwaliteitsverbetering. gtt (NL-LeOCL)078568110 Management development. gtt (NL-LeOCL)078582571 Kwaliteitszorg. gtt (NL-LeOCL)078568072 Productiviteit. gtt (NL-LeOCL)07863671X has work: Getting and staying productive (Text) https://id.oclc.org/worldcat/entity/E39PCH67vM4C4CT9qy6hXk46Xb https://id.oclc.org/worldcat/ontology/hasWork Print version: Schmenner, Roger W., 1947- Getting and staying productive. Cambridge, UK ; New York : Cambridge University Press, 2012 9781107021327 (DLC) 2011049121 (OCoLC)768480261 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=439006 Volltext |
| spellingShingle | Schmenner, Roger W., 1947- Getting and staying productive : applying swift, even flow to practice / 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. 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. 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. 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. 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. Industrial productivity. http://id.loc.gov/authorities/subjects/sh85065915 Six sigma (Quality control standard) http://id.loc.gov/authorities/subjects/sh2002000565 Business logistics. http://id.loc.gov/authorities/subjects/sh85018306 Productivité. Six Sigma. Logistique (Organisation) BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Quality Control. bisacsh BUSINESS & ECONOMICS Total Quality Management. bisacsh Business logistics fast Industrial productivity fast Six sigma (Quality control standard) fast Kwaliteitsverbetering. gtt (NL-LeOCL)078568110 Management development. gtt (NL-LeOCL)078582571 Kwaliteitszorg. gtt (NL-LeOCL)078568072 Productiviteit. gtt (NL-LeOCL)07863671X |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85065915 http://id.loc.gov/authorities/subjects/sh2002000565 http://id.loc.gov/authorities/subjects/sh85018306 (NL-LeOCL)078568110 (NL-LeOCL)078582571 (NL-LeOCL)078568072 (NL-LeOCL)07863671X |
| title | Getting and staying productive : applying swift, even flow to practice / |
| title_auth | Getting and staying productive : applying swift, even flow to practice / |
| title_exact_search | Getting and staying productive : applying swift, even flow to practice / |
| title_full | Getting and staying productive : applying swift, even flow to practice / Roger W. Schmenner. |
| title_fullStr | Getting and staying productive : applying swift, even flow to practice / Roger W. Schmenner. |
| title_full_unstemmed | Getting and staying productive : applying swift, even flow to practice / Roger W. Schmenner. |
| title_short | Getting and staying productive : |
| title_sort | getting and staying productive applying swift even flow to practice |
| title_sub | applying swift, even flow to practice / |
| topic | Industrial productivity. http://id.loc.gov/authorities/subjects/sh85065915 Six sigma (Quality control standard) http://id.loc.gov/authorities/subjects/sh2002000565 Business logistics. http://id.loc.gov/authorities/subjects/sh85018306 Productivité. Six Sigma. Logistique (Organisation) BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Quality Control. bisacsh BUSINESS & ECONOMICS Total Quality Management. bisacsh Business logistics fast Industrial productivity fast Six sigma (Quality control standard) fast Kwaliteitsverbetering. gtt (NL-LeOCL)078568110 Management development. gtt (NL-LeOCL)078582571 Kwaliteitszorg. gtt (NL-LeOCL)078568072 Productiviteit. gtt (NL-LeOCL)07863671X |
| topic_facet | Industrial productivity. Six sigma (Quality control standard) Business logistics. Productivité. Six Sigma. Logistique (Organisation) BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Quality Control. BUSINESS & ECONOMICS Total Quality Management. Business logistics Industrial productivity Kwaliteitsverbetering. Management development. Kwaliteitszorg. Productiviteit. |
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