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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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192 LPS_1 http://www.unglob alcompact.org/do 6 cs/news_events/8 .1/GC_brochure_ FINAL.pdf http://www.unglob alcompact.org/do cs/news_events/9 .1_news_archives 32 /2010_06_17/UN _Global_Compact _Management_M odel.pdf
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UN Global Compact Deloitte Touche Tohmatsu Management Model: Framework for Implementation
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CPIM Subcommittee
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Basics of Supply Chain APICS CPIM Basics of Supply Management Committee of the Chain Management Practice APICS Curricula and Question Booklet Certification Committee
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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
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2010
141
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APICS Dictionary Manufacturing Planning and Control Systems for Supply Chain Management
13 US
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164
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`2,310
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F. Robert Jacobs, William L. APICS/ Berry, David Clay Whybark and US CPIM Thomas E. Vollmann, CFPIM
Hardcover McGraw-Hill
2011 9780071750318
576 MPC_1
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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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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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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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192 LPS_1
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Pascal Dennis
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192 LPS_1
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Additional Alternate aid edition Additional aid title sequence number number 1 1 APICS CPIM Exam Content Manual APICS CPIM Strategic Management of Resources Practice Question Booklet
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Page 5 of 46
CHAPTER 2
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.
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
147
147 158 159 161 163 166 167 169 169 170 171 171 172 172 175 176 176 177
CHAPTER 6
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
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
321
321 324 325 326 326 327 327 328 330 333 334 335 335 336 337 338 338 338 339 340 340 340 341
343
343 351 354 354 355 356 357 361 361 362 363 365 365 366 367 367 367 368 369 369 370 370
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
399
399 400 401 402 403 405 408 408 410 411 412 413 413 414
419
419 421 422 428 432 435 436 439 442 442 445 446 447 448 449
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
473
473 479 479 480 481 482 482 483
APPENDIX A
485
485 485 486 487 488 488 489 490 492 493 493 493 496 497 498
APPENDIX B
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
509
509 509 510
Page 11 of 46
BOBILOGRAPHY INDEX
511 521
Page 12 of 46
ii iv iv iv
v vi vi vi vii viii
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
iv ix
1
1 1 4 9 13 13 13 14
CHAPTER 2
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
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
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
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
218
218 219 223 224 225 226 229 229 229 230 234
237
237 237 239 245 247 247 249 251 254 254 255 255
262
262 262 267 268 273 274 274 275 275 278
Page 16 of 46
282
282 285 287 288 290 291 296 301 302 303 305 306 306 308 309
310
310 310 311 313 315 316 317 318 320 322 332 333 334 337
339
339 339 341 343 350 359 361 361 362 363 364
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
Readings Index
397 401
Page 18 of 46
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
Page 20 of 46
vii ix xi
1
1 1 5 6 7 9 10 11
CHAPTER 2
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
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
145
146 155 156
Page 22 of 46
xxi xxxi
1
2 2 3 4 7 8 9 10 11 11 12
CHAPTER 2
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
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
CHAPTER 6
161
161 162 163 166 166 167 168 169 173 175 176 179 180
CHAPTER 7
183
183 184 185 187 189 189 190 192 196 199 202 203 204 204 205 205 209 211
CHAPTER 8
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
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
317
317 318 319 319 320 321 321 324 325 325 327 339 340 341 341 344
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
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JIT Planning and Execution Managerial Implications Information System Implications Manufacturing Planning and Control Scorekeeping Pros and Cons Concluding Principles APICS/CPIM Certification Questions
403
403 404 406 407 409 409 410 412 413 416 419 422 422 423 425 428 428 433
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
469
470 470 471
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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
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
525 529
531
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8 11 13 15
19
21 23 25 26 29 32
CHAPTER 1
33
36 41 43 45 57
CHAPTER 2
58
59 60 62 64 67 71 73 79 81 84
CHAPTER 3
85
85 90 93 95 97 102
CHAPTER 4
103
103 107 108 110 113 123
CHAPTER 5
125
126
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Incentives and rewards Strategic performance measurement systems Shareholder value analysis Summary
CHAPTER 6
143
145 148 156 162
CHAPTER 7
163
164 166 178 180 183 190 196
CHAPTER 8
198
199 203 208 213 217 222
CHAPTER 9
223
224 226 232 236 237 240 247
249
250 255 257 260
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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
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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
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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
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
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
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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
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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
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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
708 709 711 715 715 718 735 736 739 739
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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
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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
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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
3 35 67 107 137 181 211 247 279 311 349 385 425 465 497
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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
18
18 19 20 20 21 21 24 27 28
Chapter 4
32
32 32 36 43 44 48 48
Chapter 5
49
49 50 50 51 56 58 61 63
Chapter 6
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
94
94 96 99 101 117
Chapter 8
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
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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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
218
218 220
Chapter 15
224
225 226 227 230 237 238 244
Chapter 16
247
247 249 252 257 259 260 264
Chapter 17
265
265 269 272 275
Chapter 18
278
278 279 280
Chapter 19
283
283 283 283 284
INDEX
285
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