Survival and thriving in today's business environment require companies to continuously strive for operational excellence at all levels of the organization. Simply working to maintain existing operations is not an adequate or sustainable business strategy, especially when competing in a global market. To remain relevant, companies must adopt a process control and continuous improvement mentality as an integral part of their daily work activities. These two operational disciplines form the foundation and stepping stones for manufacturing excellence. Processes must be stable, capable, and controlled as a prerequisite for sustainable improvement. Sustainable improvements must be strategic, continuous, and focused on process optimization. Modern-day manufacturing is rapidly changing in the face of technological, geopolitical, social, and environmental developments. These challenges are altering the way we think and act to transform raw materials into finished goods. Meeting these challenges requires particular attention to how we develop and engage people and apply technology for long-term sustainability and competitive advantage. This book takes you on a journey to explore the fundamental elements, management practices, improvement methods, and future direction of shop floor management. Part 1 of this five-part manuscript considers workplace culture, organizational structure, operational discipline, and employee accountability as the foundation for a robust manufacturing system. Part 2 studies the impact of process standardization, data analytics, information sharing, communication, and people on daily shop floor management. Once the management system has been adequately described, Part 3 concentrates on its effective execution, monitoring, and control with a deep look into the people, methods, machines, materials, and environment that make it possible. Like every good manufacturing text, efficiency and productivity are key topics. That's why Part 4 explores various methods, tools, and techniques associated with product and process development, productivity improvement, agile methods, shop floor optimization, and manufacturing excellence. The final section, Part 5, shifts focus to emerging technologies, engaging the reader to contemplate technology's impact on the digital transformation of the manufacturing industry.

Survival and thriving in today's business environment require companies to continuously strive for operational excellence at all levels of the organization. Simply working to maintain existing operations is not an adequate or sustainable business strategy, especially when competing in a global market. To remain relevant, companies must adopt a process control and continuous improvement mentality as an integral part of their daily work activities. These two operational disciplines form the foundation and stepping stones for manufacturing excellence. Processes must be stable, capable, and controlled as a prerequisite for sustainable improvement. Sustainable improvements must be strategic, continuous, and focused on process optimization. Modern-day manufacturing is rapidly changing in the face of technological, geopolitical, social, and environmental developments. These challenges are altering the way we think and act to transform raw materials into finished goods. Meeting these challenges requires particular attention to how we develop and engage people and apply technology for long-term sustainability and competitive advantage. This book takes you on a journey to explore the fundamental elements, management practices, improvement methods, and future direction of shop floor management. Part 1 of this five-part manuscript considers workplace culture, organizational structure, operational discipline, and employee accountability as the foundation for a robust manufacturing system. Part 2 studies the impact of process standardization, data analytics, information sharing, communication, and people on daily shop floor management. Once the management system has been adequately described, Part 3 concentrates on its effective execution, monitoring, and control with a deep look into the people, methods, machines, materials, and environment that make it possible. Like every good manufacturing text, efficiency and productivity are key topics. That's why Part 4 explores various methods, tools, and techniques associated with product and process development, productivity improvement, agile methods, shop floor optimization, and manufacturing excellence. The final section, Part 5, shifts focus to emerging technologies, engaging the reader to contemplate technology's impact on the digital transformation of the manufacturing industry.

-- Only book written addressing the role of a Lean CFO. -- Explains how a Lean Management System integrated with a Lean Business Strategy drives financial success. -- In clear concise terms explains how & why Lean makes money for companies. -- Gives readers the logical reasons why a Lean Management System must replace a Management Accounting System. -- Answers the question "why do we need a Lean Management System?"

This book comprises a set of stories about being an engineer for many decades and the lessons the author learned from research and practice. These lessons focus on people and organizations, often enabled by technology. The settings range from airplanes, power plants, and communication networks to ecosystems that enable education, healthcare, and transportation. All of these settings are laced with behavioral and social phenomena that need to be understood and influenced. The author's work in these domains has often led to the question: "Well, why does it work like that?" He invariably sought to understand the bigger picture to find the sources of requirements, constraints, norms, and values. He wanted to understand what could be changed, albeit often with much effort to overcome resistance. He found that higher levels of an ecosystem often provide the resources and dictate the constraints imposed on lower levels. These prescriptions are not just commands. They also reflect values and cultural norms. Thus, the answers to the question were not just technical and economic. Often, the answers reflected eons of social and political priorities. The endeavors related in the book frequently involved addressing emerging realities rather than just the status quo. This book is an ongoing discovery of these bigger pictures. The stories and the lessons related in this book provide useful perspectives on change. The understanding of people and organizations that emerges from these lessons can help to enable transformative change. Fundamental change is an intensely human-centric endeavor, not just for the people and organizations aspiring to change, but also for the people helping them. You will meet many of these people in this book as the stories unfold. The genesis of this book originated in a decision made early in the author's career. He had developed a habit of asking at the end of each day, "What did I really accomplish today?" This was sometimes frustrating as he was not sure the day had yielded any significant accomplishments. One day it dawned on him that this was the wrong question - He needed to ask, "What did I learn today?" It is always possible to learn, most recently about public health and climate change. In planning this book, the author first thought in terms of accomplishments such as projects conducted, systems built, and articles and books published. He could not imagine this being interesting to readers. Then, it struck him - It is much more interesting to report on what he learned about people and organizations, including how he helped them accomplish their goals. This is a book of stories about how these lessons emerged. In planning this book, the author first thought in terms of accomplishments such as projects conducted, systems built, and articles and books published. He could not imagine this being interesting to readers. Then, it struck him - It is much more interesting to report on what he learned about people and organizations, including how he helped them accomplish their goals. This is a book of stories about how these lessons emerged.

This book comprises a set of stories about being an engineer for many decades and the lessons the author learned from research and practice. These lessons focus on people and organizations, often enabled by technology. The settings range from airplanes, power plants, and communication networks to ecosystems that enable education, healthcare, and transportation. All of these settings are laced with behavioral and social phenomena that need to be understood and influenced. The author's work in these domains has often led to the question: "Well, why does it work like that?" He invariably sought to understand the bigger picture to find the sources of requirements, constraints, norms, and values. He wanted to understand what could be changed, albeit often with much effort to overcome resistance. He found that higher levels of an ecosystem often provide the resources and dictate the constraints imposed on lower levels. These prescriptions are not just commands. They also reflect values and cultural norms. Thus, the answers to the question were not just technical and economic. Often, the answers reflected eons of social and political priorities. The endeavors related in the book frequently involved addressing emerging realities rather than just the status quo. This book is an ongoing discovery of these bigger pictures. The stories and the lessons related in this book provide useful perspectives on change. The understanding of people and organizations that emerges from these lessons can help to enable transformative change. Fundamental change is an intensely human-centric endeavor, not just for the people and organizations aspiring to change, but also for the people helping them. You will meet many of these people in this book as the stories unfold. The genesis of this book originated in a decision made early in the author's career. He had developed a habit of asking at the end of each day, "What did I really accomplish today?" This was sometimes frustrating as he was not sure the day had yielded any significant accomplishments. One day it dawned on him that this was the wrong question - He needed to ask, "What did I learn today?" It is always possible to learn, most recently about public health and climate change. In planning this book, the author first thought in terms of accomplishments such as projects conducted, systems built, and articles and books published. He could not imagine this being interesting to readers. Then, it struck him - It is much more interesting to report on what he learned about people and organizations, including how he helped them accomplish their goals. This is a book of stories about how these lessons emerged. In planning this book, the author first thought in terms of accomplishments such as projects conducted, systems built, and articles and books published. He could not imagine this being interesting to readers. Then, it struck him - It is much more interesting to report on what he learned about people and organizations, including how he helped them accomplish their goals. This is a book of stories about how these lessons emerged.

In the 1950's, the design and implementation of the Toyota Production System (TPS) within Toyota had begun. In the 1960's, Group Technology (GT) and Cellular Manufacturing (CM) were used by Serck Audco Valves, a high-mix low-volume (HMLV) manufacturer in the United Kingdom, to guide enterprise-wide transformation. In 1996, the publication of the book Lean Thinking introduced the entire world to Lean. Job Shop Lean integrates Lean with GT and CM by using the five Principles of Lean to guide its implementation: (1) identify value, (2) map the value stream, (3) create flow, (4) establish pull, and (5) seek perfection. Unfortunately, the tools typically used to implement the Principles of Lean are incapable of solving the three Industrial Engineering problems that HMLV manufacturers face when implementing Lean: (1) finding the product families in a product mix with hundreds of different products, (2) designing a flexible factory layout that "fits" hundreds of different product routings, and (3) scheduling a multi-product multi-machine production system subject to finite capacity constraints. Based on the Author's 20+ years of learning, teaching, researching, and implementing Job Shop Lean since 1999, this book Describes the concepts, tools, software, implementation methodology, and barriers to successful implementation of Lean in HMLV production systems Utilizes Production Flow Analysis instead of Value Stream Mapping to eliminate waste in different levels of any HMLV manufacturing enterprise Solves the three Industrial Engineering problems that were mentioned earlier using software like PFAST (Production Flow Analysis and Simplification Toolkit), Sgetti and Schedlyzer Explains how the one-at-a-time implementation of manufacturing cells constitutes a long-term strategy for Continuous Improvement Explains how product families and manufacturing cells are the basis for implementing flexible automation, machine monitoring, virtual cells, Manufacturing Execution Systems, and other elements of Industry 4.0 Teaches a new method, Value Network Mapping, to visualize large multi-product multi-machine production systems whose Value Streams share many processes Includes real success stories of Job Shop Lean implementation in a variety of production systems such as a forge shop, a machine shop, a fabrication facility and a shipping department Encourages any HMLV manufacturer planning to implement Job Shop Lean to leverage the co-curricular and extracurricular programs of an Industrial Engineering department

Technology Innovation discusses the fundamental aspects of processes and structures of technology innovation. It offers a new perspective concerning fundamentals aspects not directly involved in the complex relations existing between technology and the socio-economic system. By considering technology and its innovation from a scientific point of view, the book presents a novel definition of technology as a set of physical, chemical, and biological phenomena, producing an effect exploitable for human purposes. Expanding on the general model of technology innovation by linking the model of technology, based on a structure of technological operations, with the models of the structures for technology innovation, based on organization of fluxes of knowledge and capitals, the book considers various technological processes and the stages of the innovation process. Offers a perspective on the evolution of technology in the frame of an industrial platform network Explains a novel definition of technology as a set of physical, chemical, and biological phenomena producing an effect exploitable for human purposes Discusses technology innovation as result of structures organizing fluxes of knowledge and capitals Provides a technology model simulating the functioning of technology with its optimization Presents a technology innovation model explaining the territorial technology innovation process The book is intended for academics, graduate students, technology developers who are involved in operations management and research, innovation, and technology development.

While innovation can be defined in many ways, the author sees it as a process. It is not the sudden eureka moment in the middle of the night, nor is it a clear and linear path towards a final destination. Instead, it involves a strong sense of creativity and curiosity. An innovative mind has a natural inclination towards out-of-the-box thinking. It involves a willingness to try something new, without fear or judgment, to develop something no one else has ever articulated. While the mindset comes naturally, it requires fuel to keep it running. Innovators are voracious readers and researchers. They feed their mindset all of the fuel it needs to stay informed and relevant in their field. Many of the same things can be said for the Lean mindset. Lean management doesn't happen overnight, and it is very rarely a clear and linear path to true Lean thinking. Some might consider Lean a subset of innovative thinking, while others see it in reverse. Regardless of the relationship's directionality, one thing is certain: You cannot have one without the other. This book follows John Riley, the CEO of a medium-sized valve company just outside of Pittsburgh, Pennsylvania, who will stop at nothing to create an innovative work environment. Through the ups and downs of his journey, he learns a number of Lean and innovative skills, strategies, and mindsets to help him build the business he's always envisioned for himself. Throughout the book, you see examples of both strong and poor innovative leadership skills demonstrated by each of the main characters. The key messages are ones that help leaders build and access a mindset insistent on continuous improvement. Leadership techniques and abilities that bolster creative thought and problem-solving are the most successful throughout this book. To be truly innovative, you can never stop driving the learning process. For this to happen, leaders need to recognize when there is a need for a change or improvement. This is the beauty of the marriage between Lean and innovation: They both require continuous learning and growth. The desire to improve is only one piece of this equation, however. The other is the willingness to act. Without both of these factors, true innovation will always be out of reach.

While innovation can be defined in many ways, the author sees it as a process. It is not the sudden eureka moment in the middle of the night, nor is it a clear and linear path towards a final destination. Instead, it involves a strong sense of creativity and curiosity. An innovative mind has a natural inclination towards out-of-the-box thinking. It involves a willingness to try something new, without fear or judgment, to develop something no one else has ever articulated. While the mindset comes naturally, it requires fuel to keep it running. Innovators are voracious readers and researchers. They feed their mindset all of the fuel it needs to stay informed and relevant in their field. Many of the same things can be said for the Lean mindset. Lean management doesn't happen overnight, and it is very rarely a clear and linear path to true Lean thinking. Some might consider Lean a subset of innovative thinking, while others see it in reverse. Regardless of the relationship's directionality, one thing is certain: You cannot have one without the other. This book follows John Riley, the CEO of a medium-sized valve company just outside of Pittsburgh, Pennsylvania, who will stop at nothing to create an innovative work environment. Through the ups and downs of his journey, he learns a number of Lean and innovative skills, strategies, and mindsets to help him build the business he's always envisioned for himself. Throughout the book, you see examples of both strong and poor innovative leadership skills demonstrated by each of the main characters. The key messages are ones that help leaders build and access a mindset insistent on continuous improvement. Leadership techniques and abilities that bolster creative thought and problem-solving are the most successful throughout this book. To be truly innovative, you can never stop driving the learning process. For this to happen, leaders need to recognize when there is a need for a change or improvement. This is the beauty of the marriage between Lean and innovation: They both require continuous learning and growth. The desire to improve is only one piece of this equation, however. The other is the willingness to act. Without both of these factors, true innovation will always be out of reach.

Written in a novel format, this book addresses the challenge of changing a "sick" culture. Some organizations wake up one day and realize they have become something they never intended. Their employees run scared. There is no innovation, only blind obedience. There are warlords within the ranks of management, and they fight over turf without considering the best interests of customers, their employees, or their organization as a whole. At the Charleston, SC, branch of Copper-Bottom Insurance, the wakeup call comes when an employee files a lawsuit against the company and its leaders. The Charleston division Vice President, Jack Simmons, is put on probation and given an ultimatum: "Change the culture!" Jack understands the "or be fired" implication all too well. He scrambles to find help and runs into an old friend, Don Spears, from Friedman Electronics. With Don's help, Jack begins the journey that will heal his organization. In the course of their first visit, Don and his Director of Continuous Improvement, Tim Stark, help Jack to make an important discovery: Copper-Bottom's executives are not showing their people respect. Don and Tim point to the following observations as proof. Copper-Bottom leaders are Using top-down, "command-and-control" leadership behaviors rather than recognizing their people as Subject Matter Experts and listening to them Issuing instructions to their people rather than observing then improving performance through coaching Keeping employees in the dark as to the impact their work has on the organization's mission Unaware of the obstacles in their people's paths; hence, never using the authority of their positions to remove those obstacles Staying in their offices, aloof to the difficulties their subordinates face As Don and Tim see it, Copper-Bottom's problems stem from the way its leaders lead. After the executive who precipitated the lawsuit is let go, the Friedman team begins the process of teaching Copper-Bottom's executives that a healthy culture begins at the leadership level. Don, Friedman's General Manager, states that cultures change when their leaders change. In short, leaders need to initiate the changes in the culture by first demonstrating the desired behavior. So begins the process of reeducating Copper-Bottom's leaders in the difference between managing and leading. In short order, Tim begins to work with Jack's leadership team while Don takes Jack to Friedman's Oakland facility. There Jack learns To first concentrate on surrounding himself with the right people The importance of top-down metrics to which leaders first hold themselves accountable Cascading their metrics (KPIs) down through their organization and using a dialog about them as a way of developing relationships of respect Although a long way from complete, by the end of Jack's six-month probation, Copper-Bottom has made significant strides and is well on its way to changing its culture. Jack will learn that he is not the only one to appreciate the new developments.

This book presents decision support tools that can be used in the early design stage to analyze the feasibility of a product and its components for remanufacturing. It also covers how to design a product specifically for remanufacturing and offers supporting case studies. This is a comprehensive solutions guide for remanufacturing decision-making. The book illustrates an approach that can be used at the product End-of-Life (EOL) stage to generate optimized recovery plans for the returned products. Opportunities for Industry 4.0 to support remanufacturing along with case studies are included to showcase the decision-making tools. Remanufacturing and Remanufacturability Assessment for the Circular Economy: A Solutions Guide will be of interest to practitioners, business professionals, and researchers that work in the industrial and manufacturing sectors. Those involved with supply chain management and advanced technologies associated with Industry 4.0, sustainability, and integrated techniques of circular supply chains will also find this book very useful.

This interesting book offers an analysis of man-made catastrophes and asks why they continue to occur. 87 catastrophes or near-catastrophes, including high profile cases such as the Bhopal gas disaster, Grenfell Tower, Shoreham Air Show crash, Brumadinho dam collapse and Fukushima Daiichi, are described together with the reasons why they occurred and why over 50 different safety management approaches and techniques failed to prevent them. Featuring 63 eye opening stories from the author's own personal experience and over 200 pitfalls in safety management approaches, this title is illustrated by 24 hypothetical cases in which the reader is asked to consider the approach they would take. Safety management techniques discussed include operating practices, personnel selection and emergency response. Safety management approaches including safety governance in organisations, along with the role of government and local authorities using the instruments of the law are extensively discussed. The work concludes with imaginative and creative ways forward with the aim to make considerable progress and to potentially eliminate man-made catastrophes for good. This title will be an ideal read for safety managers and engineers, community leaders in civic duties or labour union roles and professionals tasked with stopping and mitigating the impacts of man-made catastrophes, along with non-technical readers who are curious and concerned.

How to Validate a Pharmaceutical Process provides a "how to" approach to developing and implementing a sustainable pharmaceutical process validation program. The latest volume in the Expertise in Pharmaceutical Process Technology Series, this book illustrates the methods and reasoning behind processes and protocols. It also addresses practical problems and offers solutions to qualify and validate a pharmaceutical process. Understanding the "why" is critical to a successful and defensible process validation, making this book an essential research companion for all practitioners engaged in pharmaceutical process validation.

The key to effective leadership is being fit for the challenge. Leadership is a perpetual boxing match in many respects in which preparation, stamina and skill are required. Only the strongest survive. Every decision and tollgate along the career journey is laden with risk. Those leaders who harness risk to their advantage will land the knockout punch in every fight. The only question is how many leaders will be fit enough for the challenge? The purpose of this book is to provide insight on how risk impacts every aspect of leadership, including the mundane, routine and nonglamorous aspects of leadership. This is important because often the small things can easily turn into big disruptors. Moreover, the end goal is to equip leaders with a journey map and quick guide to win in high-risk environments. Change is the new normal and only constant in today's world. As change increases, so will risk and its subsequent impacts on humanity. This includes leaders, organizations and customers. No one is exempt. In this book, readers learn how to: Determine which career battles to fight and which ones to avoid Prepare to fight the unavoidable challenges along the career journey Leverage risk to choose the right leaders for the team Leverage risk to invest time wisely and avoid wasting it Leverage risk to predict, identify and resolve leadership burnout Risk assess leadership credentials so only those that produce a return are added to the portfolio Risk assess performance outcomes so the path ahead is smooth sailing instead of a rough ride Leverage risk so high performance is a reality instead of a pipe dream Leverage risk to find the right leadership sponsor

The key to effective leadership is being fit for the challenge. Leadership is a perpetual boxing match in many respects in which preparation, stamina and skill are required. Only the strongest survive. Every decision and tollgate along the career journey is laden with risk. Those leaders who harness risk to their advantage will land the knockout punch in every fight. The only question is how many leaders will be fit enough for the challenge? The purpose of this book is to provide insight on how risk impacts every aspect of leadership, including the mundane, routine and nonglamorous aspects of leadership. This is important because often the small things can easily turn into big disruptors. Moreover, the end goal is to equip leaders with a journey map and quick guide to win in high-risk environments. Change is the new normal and only constant in today's world. As change increases, so will risk and its subsequent impacts on humanity. This includes leaders, organizations and customers. No one is exempt. In this book, readers learn how to: Determine which career battles to fight and which ones to avoid Prepare to fight the unavoidable challenges along the career journey Leverage risk to choose the right leaders for the team Leverage risk to invest time wisely and avoid wasting it Leverage risk to predict, identify and resolve leadership burnout Risk assess leadership credentials so only those that produce a return are added to the portfolio Risk assess performance outcomes so the path ahead is smooth sailing instead of a rough ride Leverage risk so high performance is a reality instead of a pipe dream Leverage risk to find the right leadership sponsor

Provides leaders with strategies and methods to change the way learning and training occurs for new engineers Takes a holistic view behind the low numbers of women in engineering using a problem solving approach centered on Lean Development (LD) Provides a direct comparison with the field of STEM and medicine and how the methods of training and learning can help minimizes bias and increase gender confidence Explores the lack of written knowledge (reusable knowledge) and uses methods of Lean Development (LD) to level the playing field between men and women Highlights the critical need for new female engineers to have access to mentors using technical coaching methods

Provides leaders with strategies and methods to change the way learning and training occurs for new engineers Takes a holistic view behind the low numbers of women in engineering using a problem solving approach centered on Lean Development (LD) Provides a direct comparison with the field of STEM and medicine and how the methods of training and learning can help minimizes bias and increase gender confidence Explores the lack of written knowledge (reusable knowledge) and uses methods of Lean Development (LD) to level the playing field between men and women Highlights the critical need for new female engineers to have access to mentors using technical coaching methods

This book presents what the training within industry (TWI) program is and how its presence affects the understanding of work standardization, focusing on the practical aspects of the implementation of work standardization in the elimination of human errors in manufacturing and service processes.

The Toyota Production System (TPS) is regarded as a sophisticated concept that helps us understand the world of manufacturing. It evolved from the system of mass-producing cars, established by Ford, and the Japanese have since endeavored to make their own universal production system. Though much has been accomplished, TPS' progress is a continuous process. The theme of this book is how to understand and learn TPS. There is a TPS concept that seems to elude many, and that is that manufacturers should be able to make a product available at the moment a customer comes and asks for it. There are various ways and various tools that can be used to pursue the ideal state, and therefore we need to focus on the basic principles of TPS. This book tries to explain those Toyota Production System concepts that may otherwise be elusive. This book focuses on the factory to help readers understand the fundamental ideology of TPS. The main character started his career as a technical expert in the R&D division of an automotive Company and eventually becomes an Instructor of TPS. His broad career in companies is used to vividly describe the form of the Toyota Production System. To explain the growth of apprentices of various titles and positions, this story is woven with several short stories presented from the perspective of the main character, who grows from being a group leader to section leader to manager to general manager. Essentially, this book describes the Toyota Production System as based on the philosophy: "Always sketching out and pursuing the ideal state of manufacturing."

The Toyota Production System (TPS) is regarded as a sophisticated concept that helps us understand the world of manufacturing. It evolved from the system of mass-producing cars, established by Ford, and the Japanese have since endeavored to make their own universal production system. Though much has been accomplished, TPS' progress is a continuous process. The theme of this book is how to understand and learn TPS. There is a TPS concept that seems to elude many, and that is that manufacturers should be able to make a product available at the moment a customer comes and asks for it. There are various ways and various tools that can be used to pursue the ideal state, and therefore we need to focus on the basic principles of TPS. This book tries to explain those Toyota Production System concepts that may otherwise be elusive. This book focuses on the factory to help readers understand the fundamental ideology of TPS. The main character started his career as a technical expert in the R&D division of an automotive Company and eventually becomes an Instructor of TPS. His broad career in companies is used to vividly describe the form of the Toyota Production System. To explain the growth of apprentices of various titles and positions, this story is woven with several short stories presented from the perspective of the main character, who grows from being a group leader to section leader to manager to general manager. Essentially, this book describes the Toyota Production System as based on the philosophy: "Always sketching out and pursuing the ideal state of manufacturing."

1) Covers different types of cranes including bridge cranes, tower cranes, aerial cranes and dual cranes 2) Provides different industrial applications 3) Demonstrates how to reduce unwanted vibrations to ensure safe and effective operations 4) Discusses how to use advanced control methods in order to reduce vibration

1. Learn best practices for every facet of management 2. Learn what type of leader you need to be to succeed 3. Maximize employee engagement and retention among staff 4. Develop your staff's talent to full potential 5. Learn where the future of management is headed

On the manufacturing shop floor, the principle of "value comes from the production of parts rather than charts" crucially applies when using practical statistical process control (SPC). The production worker should need to enter only a sample's measurements to get immediately actionable information as to whether corrective action (e.g., as defined by a control plan's reaction plan) is necessary for an out-of-control situation, and should not have to perform any calculations, draw control charts, or use sophisticated statistical software. This book's key benefit for readers consists of spreadsheet-deployable solutions with all the mathematical precision of a vernier along with the simplicity of a stone ax. Traditional SPC relies on the assumption that sufficient data are available with which to estimate the process parameters and set suitable control limits. Many practical applications involve, however, short production runs for which no process history is available. There are nonetheless tested and practical control methods such as PRE-Control and short-run SPC that use the product specifications to set appropriate limits. PRE-Control relies solely on the specification limits while short-run SPC starts with the assumption that the process is capable-that is, at least a 4-sigma process, and works from there to set control limits. Cumulative Sum (CUSUM) and exponentially weighted moving average (EWMA) charts also can be used for this purpose. Specialized charts can also track multiple part characteristics, and parts with different specifications, simultaneously. This is often useful, for example, where the same tool is engaged in mixed-model production. Readers will be able to deploy practical and simple control charts for production runs for which no prior history is available and control the processes until enough data accumulate to enable the traditional methods (assuming it ever does). They will be able to track multiple product features with different specifications and also control mixed-model applications in which a tool generates very short runs of parts with different specifications. The methods will not require software beyond readily available spreadsheets, nor will they require specialized tables that are not widely available. Process owners and quality engineers will be able to perform all supporting calculations in Microsoft Excel, and without the need for advanced software.

Business Intelligence (BI) is a solution to modern business problems. This book discusses the relationship between BI and Human Resource Management (HRM). In addition, it discusses how BI can be used as a strategic decision-making tool for the sustainable growth of an organization or business. BI helps organizations generate interactive reports with clear and reliable data for making numerous business decisions. This book covers topics spanning the important areas of BI in the context of HRM. It gives an overview of the aspects, tools, and techniques of BI and how it can assist HRM in creating a successful future for organizations. Some of the tools and techniques discussed in the book are analysis, data preparation, BI-testing, implementation, and optimization on GR and management disciplines. It will include a chapter on text mining as well as a section of case studies for practical use. This book will be useful for business professionals, including but not limited to, HR professionals, and budding business students.

This book is a hands-on single-source reference of tools, techniques, and processes integrating both Lean and Six Sigma. This comprehensive handbook provides up-to-date guidance on how to use these tools and processes in different settings, such as start-up companies and stalled projects, as well as establish enterprises where the ongoing drive is to improve processes, profitability, and long-term growth. It contains the "hard" Six Sigma approach as well as the flexible approach of FIT SIGMA, which is adaptable to manufacturing and service industries and also public sector organisations. You will also discover how climate change initiatives can be accelerated to sustainable outcomes by the holistic approach of Green Six Sigma.

The book is about what we can do now with leadership, training, and teamwork in every sphere of our businesses. Lean, originally developed by Toyota, is a set of processes and tools aimed at minimising wastes. Six Sigma provides a set of data-driven techniques to minimise defects and improve processes. Integrating these two approaches provides a comprehensive and proven approach that can transform an organisation. To make change happen, we need both digital tools and analog approaches. We know that there has been a continuous push to generate newer approaches to operational excellence, such as Total Quality Management, Six Sigma, Lean Sigma, Lean Six Sigma, and FIT SIGMA.

It is vital that we harness all our tools and resources to regenerate the economy after the Covid-19 pandemic and make climate change initiatives successful for the survival of our planet. Six Sigma and its hybrids (e.g., Lean Six Sigma) should also play a significant part. Over the last three decades, operational performance levels of both public sector and private sector organisations improved significantly and Lean Six Sigma has also acted as a powerful change agent. We urgently need an updated version of these tools and approaches.

The Green Six Sigma Handbook not only applies appropriate Lean and Six Sigma tools and approaches, fitness for the purpose, but it aims at sustainable changes. This goal of sustainability is a stable bridge between Lean Six Sigma and climate change initiatives. Hence, when the tools and approaches of Lean Six Sigma are focused and adapted primarily to climate change demands, we get Green Six Sigma.