Sustainable procurement is the pursuit of sustainable development objectives through the purchasing and supply process, while balancing environmental, social, and economic objectives. This book will help readers develop new contemporary knowledge about frameworks, innovative tools and techniques to achieve sustainability in public as well as private procurement practices. The book will enable scholars and practitioners working in the domain of sustainable procurement to improve the overall performance of the supply chain and further achieve UN SDGs, by making various decisions at the planning and strategic phase of the business. Features Discusses theoretical, decision making and related business management models Assists to achieve Sustainable Development Goals (SDGs) Provides qualitative/quantitative frameworks Covers quality innovations sustainability in sourcing Examines measurement drivers, indicators and metrics

Written by two experts who have dedicated their careers to quality improvement, Escape the Improvement Trap: Five Ingredients Missing in Most Improvement Recipes separates itself from other improvement books by looking at why most companies rarely achieve anything more than an average level of improvement maturity. They identify five critical ingredients required for successful improvement: 1. A meaningful business value proposition and strategy that drives key improvement actions 2. An engaging environment where people can do their best work 3. A focus on meaningful metrics while avoiding irrelevant details 4. Process improvement efforts that maximize cross-functional process performance and foster deeper process understanding, innovation, and execution of best work practices 5. An executive mindset that focuses on customer value, people development, process performance, and business improvement outcomes, not solely on savings The authors consider a variety of situations at Independence Enterprise, a fictional company, based on their own very real experiences. They elaborate on the principles that should come into play, look at what Independence Enterprise is doing right and wrong, and suggest deployment actions to help you apply the principles to your own organization.

"Hickman's Farriery" was first published in 1977 and has since been completely revised and updated to bring it into line with the latest developments in this field. The new edition demonstrates how traditional skills can be combined with modern science to benefit the welfare, soundness and performance of the horse. The book begins with a short history of horseshoeing, tracing its origins to pre-Christian times. The authors then move on to explain the underlying structure of the horse's front and hind legs so that farriers can better understand the scientific principles of their craft. The tools used on the foot and at the anvil are described in detail, as are the various types of horseshoe that can be applied. The chapter on shoemaking includes numerous practical exercises, each one illustrated with specially taken step-by-step photographic principles of their craft. Further chapters examine the care of the feet in shod and unshod horses, including youngstock; methods of preventing slipping; and the use of pads. The final chapter looks at injuries caused by shoes and abnormalities of gait, the shoeing of defective feet and surgical shoes.

Most people know the toy "Etch A Sketch," but relatively few know that Ohio Art Company produced it and some of America's most beautifully lithographed popular toys. Over 400 color photographs of toys from the 1920s through the 1980s and the text explore the evolution of Ohio Art. Catalog pages, information for determining dates of production, and a guide to current values make this a must for toy collectors.

Visual Workplace/Visual Thinking (VWVT) was written by the acknowledged leading expert in workplace visuality. While other books touch upon visual workplace tools and practices, no other author has addressed the topic with the clarity and depth presented here. This is a seminal book, considered by many the definition of the field itself. First published by a small, independent press in 2005, the book won the prestigious Shingo Research Prize in the same year. It was then and remains the only book of its kind that describes the conceptual and practical foundation for workplace visuality, derived from dozens of hands-on implementations in some of the world's best or most challenging companies. Written not by an academic, but by a hands-on practitioner who has worked for three decades with companies in various phases of visual transformation, the work carries the reader from the usual starting point of 5S through to the full power of the visual-lean (R) alliance. The book's 11 chapters are in four sections. The first defines the visual workplace in relation to operational excellence, along with the eight building blocks of visual thinking. The next section, which targets the cultural conversion, is unexpectedly thrilling as it describes the genuine transformation of both company and employee which is at the heart of every visual conversion. Section 3 maps the logic and sequence of Dr. Galsworth's 10-Doorway template as you learn about the visual side of 5S, visual standards, visual scheduling, visual material control, visual metrics, visual problem-solving, visual leadership as well as the visual machine (R) and visual-lean (R)office. The final section of VTVW places visual management within the visual continuum, shows you how to use the ten doorways to assess your own company, and concludes with a discussion of the visual-lean alliance, illustrated through a conversion case study. With over 25 full-color albums of visual solutions, 50+ graphs and charts, a detailed table of contents and in-depth Index, this 277-page book positions the technologies of the visual workplace as a premier improvement strategy on every company's journey to operational excellence.

This book is a powerful tool for business leaders who have responsibility for the success of the profit and loss (P&L) statement of a business. It provides a roadmap to help business leaders develop a comprehensive business transformation plan -- A plan that is simple, fact based, and actionable. In addition, this book is a guide for professionals aspiring to be future P&L leaders. The holistic cross-functional and general manager view of a business in this book is useful for all department heads. For example, a sales leader reading this book can understand why running a promotion to drive sales without understanding the capacity of supply chain can result in losing customers. The case study methodology used to illustrate the concepts makes the material easy to read and easy to relate to practical application by readers in their companies. Additionally, business leaders responsible for due diligence and integration to create value in M&A can use the approach explained in this book. The roadmap shown in this book is a great way to engage the management team of a business unit to understand and drive the business transformation. The management team can read the book, get together for a couple of days (preferably off-site), and discuss by chapter the lessons learned, how the chapter applies to their business, and what improvements they should focus on based on the learnings. The greatest outcome from this book is an aligned team that is focused on common priorities to execute. By getting the management team to work through this thought process and identifying areas to focus on, you will ensure that they have ownership of the solutions. Having this ownership of actions is critical to keeping the team focused and willing to work harder. This roadmap can also be used for successfully integrating acquisitions made by a company to create value. This book has been developed from the author's experience of personally leading several business transformations and inputs from various other business leaders from multiple industries. The concepts and approach discussed can be universally applied in all industries and companies of any scale. The commonsense approach discussed is applicable for both for-profit and nonprofit organizations.

It has been reported that about 70% of performance-improvement initiatives fail to achieve desired results. The primary causes are unrealistic expectations regarding effort and results and too much focus on short-term improvements instead of long-term capability building. Too many consultants and organizations stress the tools and the results they can achieve without considering the long-term implications. Success relies on focusing on both short-term gains and long-term culture change - That is, using the tools as the mechanism for change versus the objective of the change. Lean Misconceptions: Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes focuses on continuous improvement as well as the tools organizations can use to achieve long-term growth. Readers will gain new knowledge while also challenging their peers, seniors, subordinates, and their own thinking on Lean.

This revised, new edition retains its class-tested coverage of how metals behave in water while updating and expanding information about metals processing methods. The book further retains its emphasis on predicting and engineering the way metals are extracted from ore sources, separated from unwanted entities, recovered as metals, and purified using water based processing. The transformation of minerals to metals requires hydrometallurgical processing for nearly all of the nonferrous metals we use. This book elucidates the associated fundamentals and processing applications as well as related tools to assess processes and performance. The new edition further includes additional photographs, updated drawings, supplementary data, updated descriptive information, and new detail on rare earth elements processing as well as recycling and byproduct recovery of metals.

Based on the actual program developed at a leading high-tech company, Practical TPM: Successful Equipment Management at Agilent Technologies recounts the challenges confronted -- and conquered -- by the Agilent TPM team in the implementation process. In so doing, it provides a close-up, first-hand look at a comprehensive TPM system.

Agilent Technologies, formerly Hewlett-Packard's Test and Measurement Division, operates an integrated circuit fabrication plant in Fort Collins, Colorado. Guided by Masaji Taijiri, the author of 7 Steps to Autonomous Maintenance, author Jim Leflar and his team at Agilent developed a complete TPM program for the complex equipment on their shop floor. Drawn from these experiences, Practical TPM is a must read for anyone who wants to begin successful TPM implementation.

Part I explains the fundamental concepts of TPM, including the six basic principles of TPM, the goals of TPM, cultural changes resulting from TPM, and the keys to successful implementation. Part II -- the heart of the book -- describes, in step-by-step detail, the evolution of Agilent's TPM program. Each phase is clearly defined and demonstrated; the working tools and systems developed by the Agilent TPM team in the process are discussed at length. To conclude, Part III focuses on developing a vision and a strategy for your own successful TPM program.

Replete with annotated photographs and illustrations documenting Agilent's successful program, Practical TPM: Successful Equipment Management at Agilent Technologies offers an invaluable roadmap to TPM implementation.

The book covers:
-- A step-by-step TPM program as implemented at a major US corporation
-- The 5-why analysismethod
-- Examples of one-point lessons
-- Using visual controls in a TPM program
-- Tools for understanding equipment failures
-- Improving machine productivity
-- Improvement metrics
-- Master checklists and forms
-- Developing activity boards
-- Appendices containing examples of maintenance training materials

In an era when automotive companies are being propped up instead of profiting, many firms are revisiting this award winning book and the wise approach it takes to improvement. The second edition of this bestselling text, one of the most popular ever written on Lean, facilitates the Lean implementation process by emphasizing practicality and a can do attitude in the face of all challenges, big and small. Winner of a 2006 Shingo Prize for Excellence in Manufacturing Research Based on the author's personal experience with Toyota's master teachers, Andy & Me is a business novel set in a failing New Jersey auto plant focusing on the tribulations of Tom Pappas, the plant manager. The situations, characters and plant politics will ring true with many readers. The book follows Tom's relationship with Andy Saito, a reclusive retired Toyota guru whom Tom persuades to help save his plant through the teaching of the legendary Toyota Production System (TPS). On this journey, the reader learns that TPS is more than just a collection of tools; it entails a new way of thinking and behaving. Though Tom finds success -- both in his plant and in his personal life -- he learns from Andy that successful improvement is endless and eternal. This edition adds end-of-chapter study questions that highlight critical Lean and leadership lessons. It also includes corresponding notes that provide up-front guidance. The author is a Toyota veteran with more than two decades of professional experience as a consultant in Lean management and manufacturing.

""Command and Control is failing us. There is a better way to design and manage work - a better way to make work work - but it remains unknown to the vast majority of managers.""

An adherent of the Toyota Production System, John Seddon explains how traditional top-down decision making within service organizations leads to managers who are detached from employees and remote from operations. He demonstrates that decision-making based on purpose-related measures (such as putting customers first and improving services) can help managers reconnect with operations, see waste, and exploit opportunities for improvement. Through extensive case material, he differentiates between command and control and systems thinking and illustrates how the latter leads to improved service, revenues, and staff morale. He also posits that the service industry is fundamentally different from manufacturing, and shows how Toyota production principles must be transformed for application in service organizations.

Executive Book Summaries listed Proactive Risk Management as one of the 30 Best Business Books of 2002!

Proactive Risk Management's unique approach provides a model of risk that is scalable to any size project or program and easily deployable into any product development or project management life cycle. It offers methods for identifying drivers (causes) of risks so you can manage root causes rather than the symptoms of risks. Providing you with an appropriate quantification of the key factors of a risk allows you to prioritize those risks without introducing errors that render the numbers meaningless.

Proactive Risk Management stands apart from much of the literature on project risk management in its practical, easy-to-use, fact-based approach to managing all of the risks associated with a project. The depth of actual "how-to" information and techniques provided here is not available anywhere else.

Understanding, Measuring, and Improving Daily Management explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well. Reactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause analysis capability at all levels. The book introduces the seven elements of reactive improvement that must work in concert for effective daily management and allows the reader to rate their site or department to determine their starting point compared to best practices: 1. Supportive organization structure to support development of your people so they have ownership and accountability for the performance of their area of responsibility; 2. Effective frontline leaders to ensure everyone else in the leadership structure are not working down a level; 3. Appropriate measures with expected targets that are linked to the site's Key Success Factors for Operations to ensure goal alignment, and are relevant to the area being focused on; 4. Structured daily review meetings to identify opportunities (problems/incidents) and monitor progress of their solution so they don't happen again; 5. Visual information centers that visually display daily and trending performance along with monitoring of actions to address problems/issues raised; 6. Frontline problem-solving root cause analysis capability across the site; and 7. Rapid sharing of learning capability across shifts, departments, and the organization. The author outlines in detail why each of the seven elements are important to achieving Operational Excellence, and most importantly, how to implement each element supported with many templates and tools.

Los Japoneses consideran a Shigeo Shingo el decano de los consultores de productividad y calidad. Ha comunicado su enfoque hacia la mejora fundamental a millaresde trabajadores, directores, y altos ejecutivos en cientos de companias tales como Toyota, Honda y Matsuchita. En eltranscurso de su carrera, el Sr. Shingo escribi ms deveinte libros los cuales revelan la profundidad de su pensamiento sobrelos principios de la ingeneria industrial; expresi?n de sudedicaci?n a la mejora de la productividad y la calidad en cadaaspecto de la fabricaci?n. El Sr. Shingo desea que entendamos porqu? fabricamos como lo hacemos -- de manera que podamos entenderc?mo debemos cambiar. Argumentando a part?r de la teorfa XY de direcci?n de McGregor, Shingo adems demanda respetogenuino para la humanidad y creatividad de los trabajadores y solicita seles de una tarea que les desaffe y utilice sus capacidades. Este libro es una lectura obligada para todo gerente ingenieroque quiera competir con ?xito en los mercados internacionales. La parte ms importante del Justo a Tiempo es el cambio rpido de todos. Muestra c?mo reducir, en forma drstica, los tiempos de cambios en un promedio de 98%!!!

For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota, has proven to be the most effective process for meeting this ongoing challenge. In his new book Getting the Right Things Done, author and LEI faculty member Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company's lean transformation: * What kind of planning system is required to inspire meaningful company-wide continuous improvement? * How might we change existing mental models that do not support a culture of continuous improvement? Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean. Organization leaders at all levels and the management teams who are responsible for strategy deployment will find this book especially insightful. It tells the story of a fictional (yet very real) midsized company, Atlas Industries that needs to dramatically improve to compete with emerging rivals and meet new customer demands. Getting the Right Things Done chronicles the journey of the company and its President/COO, an experienced lean leader who was hired five years ago to steer Atlas in the right direction. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve. Atlas' challenge: "Something was missing: a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places." Enter strategy deployment. The book is designed to provide readers with a framework for understanding the key components of strategy deployment: agreeing on the company's "True North," working within the PDCA cycle, getting conse

Why are some work partnerships exceptional while most are not? How can we establish and sustain an enhanced level of cohesion, connection, and collaboration in the most important work relationship, the one between a manager and team? What could remedy the high levels of isolation and anxiety so many feel at work these days? Silver and Franz explore the concept of 'meaningful partnership' in the workplace. They present meaningful partnership as a mindset where both leaders and their teams are fully committed to ensuring the support and success of the other. Then, they describe a model called ERTAP, which stands for Empathy, Respect, Trust, Alignment, and Partnership, which is the foundation for meaningful partnership. Finally, they detail a practical yet transformative relationship-building process referred to as the Workplace Covenant. This enables leaders and teams to create mutual commitments with obligatory weight that help them to feel accountable for the success of the relationship and each other. The book includes real client stories that illustrate the dimensions of partnership and the Workplace Covenant process. Silver and Franz also outline other work relationships that can benefit from meaningful partnership, pitfalls to avoid, relevant research, and insights derived from years of consulting experience. This book is a must-read for leaders interested in a better working relationship with their team; for teams who have critical work partnerships with other teams; for individuals who work closely with other individuals and need an exceptional 1:1 partnership; and finally for third-party experts in HR or continuous improvement who are seeking a new powerful way to help clients feel supported and be more successful.

Maintaining good business leadership in a world of rapidly changing expectations levied by customers, investors, society, governments and employees is a challenge. These stakeholders are increasingly making choices about if or how they support businesses - through the purchase of their products and services, shareholdings and financing, regulatory approvals, and even experiences working for them - based on not just what a business does, but how it does it. We are seeing shifts in stakeholder sentiments that manifest in a greater expectation that businesses work with society in addressing society's contemporary concerns. This greater good that businesses bring is rewarded by a greater brand awareness, connection and loyalty, which in turn provides businesses with an underlying strategic advantage over the competition with its customers, investors and other stakeholders. But this greater good cannot be faked with PR and bought media; in an increasingly connected world populated by an increasingly savvy millennial stakeholder base, authentic leadership and its ability to effect cultural shifts in the DNA of businesses is essential. Failure to do so will likely result in shorter and less successful tenures of Board members and C-suite leaders as this business trend spreads. This book looks at how the emerging generation of leaders must change paradigms and transform their employees to do more than just operate a business. It examines how to effect culture shifts that are necessary to innovate businesses so that they simultaneously meet market needs while meeting stakeholder expectations on concerns as varied as ethical business conduct, labor practices, climate change, responsible use of diminishing natural resources and contribution to socio-economic challenges in their market catchments. These are perspectives and skills that are still glossed over, by academic and professional institutions, as they develop the leaders of the future. Essentially, this book: * Articulates the strategic business case for doing good in a good business; the why, and where this trajectory is leading * Provides strategies to lead authentically on the array of issues that provide key stakeholders - customers, investors, governments and employees - with a greater reason to engage with and build loyalty to the business * Provides strategies to energize and spark innovation among his/her employees in an organization on these issues so that transformative power is harnessed.

3D Printing for Product Designers closes the gap between the rhetoric of 3D printing in manufacturing and the reality for product designers. It provides practical strategies to support the adoption and integration of 3D printing into professional practice. 3D printing has evolved over the last decade into a practical proposition for manufacturing, opening up innovative opportunities for product designers. From its foundations in rapid prototyping, additive manufacturing has developed into a range of technologies suitable for end-use products. This book shows you how to evaluate and sensitively understand people, process, and products and demonstrates how solutions for working with additive manufacturing can be developed in context. It includes a practical, step-by-step plan for product designers and CEOs aimed at supporting the successful implementation of 3D printing by stakeholders at all levels of a manufacturing facility, tailored to their stage of technology integration and business readiness. It features a wide range of real-world examples of practice illustrated in full colour, across industries such as healthcare, construction, and film, aligning with the strategic approach outlined in the book. The book can be followed chronologically to guide you to transform your process for a company, to meet the unique needs of a specific client, or to be used as a starting point for the product design entrepreneur. Written by experienced industry professionals and academics, this is a fundamental reference for product designers, industrial designers, design engineers, CEOs, consultants, and makers.

At the crossroads of artificial intelligence, manufacturing engineering, operational research and industrial engineering and management, multi-agent based production planning and control is an intelligent and industrially crucial technology with increasing importance. This book provides a complete overview of multi-agent based methods for today s competitive manufacturing environment, including the Job Shop Manufacturing and Re-entrant Manufacturing processes. In addition to the basic control and scheduling systems, the author also highlights advance research in numerical optimization methods and wireless sensor networks and their impact on intelligent production planning and control system operation. * Enables students, researchers and engineers to understand the fundamentals and theories of multi-agent based production planning and control * Written by an author with more than 20 years experience in studying and formulating a complete theoretical system in production planning technologies * Fully illustrated throughout, the methods for production planning, scheduling and controlling are presented using experiments, numerical simulations and theoretical analysis Comprehensive and concise, Multi-Agent Based Production Planning and Control is aimed at the practicing engineer and graduate student in industrial engineering, operational research, and mechanical engineering. It is also a handy guide for advanced students in artificial intelligence and computer engineering.

The average tenure of a departing CEO has declined from approximately 10 years in 2000 to 8.1 years in 2012. Maintaining a customer-focused Lean strategy and continuous improvement culture can become a challenge when management changes often, unless it has become an institutionalized company-branded business management system for the company. Lean for the Long Term allows readers to benefit from the operating experience and research of the authors who have been deeply involved in leading Lean transformations that last in today's ever-changing business landscape. It presents a Lean management system model that encompasses leadership, process, and growth as the model to drive business performance. The authors investigate the fragile nature of a Lean culture and the resulting effects on people and the company when the culture shifts. They illustrate the methods several companies have used to achieve successful Lean transformations that last and also offer guidance on how to build your own action plan based on the best practices outlined in the text. Until now, there have been few books to supply in-depth discussions on Lean as a strategy and management system. Filling this need, this book will help you to move toward a broader, more strategic use of Lean principles in your business. The book uses clear language to present insights on how company leaders and Lean practitioners can improve communication. After reading the book, you will better understand how your company operates, how to align your efforts, and how to decide what to do despite the complexity of day-to-day business operations.

Los Japoneses consideran a Shigeo Shingo el decano de los consultores de productividad y calidad. Ha comunicado su enfoque hacia la mejora fundamental a millaresde trabajadores, directores, y altos ejecutivos en cientos de companias tales como Toyota, Honda y Matsuchita. En eltranscurso de su carrera, el Sr. Shingo escribi ms deveinte libros los cuales revelan la profundidad de su pensamiento sobrelos principios de la ingeneria industrial; expresi?n de sudedicaci?n a la mejora de la productividad y la calidad en cadaaspecto de la fabricaci?n. El Sr. Shingo desea que entendamos porqu? fabricamos como lo hacemos -- de manera que podamos entenderc?mo debemos cambiar. Argumentando a part?r de la teorfa XY de direcci?n de McGregor, Shingo adems demanda respetogenuino para la humanidad y creatividad de los trabajadores y solicita seles de una tarea que les desaffe y utilice sus capacidades.

Este libro es una lectura obligada para todo gerente ingenieroque quiera competir con ?xito en los mercados internacionales. La parte ms importante del Justo a Tiempo es el cambio rpido de todos. Muestra c?mo reducir, en forma drstica, los tiempos de cambios en un promedio de 98%!!!

The complete and authoritative guide to modern packaging technologies -updated and expanded From A to Z, The Wiley Encyclopedia of Packaging Technology, Third Edition covers all aspects of packaging technologies essential to the food and pharmaceutical industries, among others. This edition has been thoroughly updated and expanded to include important innovations and changes in materials, processes, and technologies that have occurred over the past decade. It is an invaluable resource for packaging technologists, scientists and engineers, students and educators, packaging material suppliers, packaging converters, packaging machinery manufacturers, processors, retailers, and regulatory agencies. In addition to updating and improving articles from the previous edition, new articles are also added to cover the recent advances and developments in packaging. Content new to this edition includes:* Advanced packaging materials such as antimicrobial materials, biobased materials, nanocomposite materials, ceramic-coated films, and perforated films* Advanced packaging technologies such as active and intelligent packaging, radio frequency identification (RFID), controlled release packaging, smart blending, nanotechnology, biosensor technology, and package integrity inspection* Various aspects important to packaging such as sustainable packaging, migration, lipid oxidation, light protection, and intellectual property* Contributions from experts in all-important aspects of packaging* Extensive cross-referencing and easy-to-access information on all subjects* Large, double-column format for easy reference

The blacksmith plays a key role in making and repairing tools and other items needed in rural areas, but the essential role of the blacksmith in rural communities has been increasingly ignored.;In the past, blacksmiths were trained through apprenticeship, which formed part of the traditional education system. Nowadays, even in schools which aim to give vocational training, blacksmithing as a skill is often ignored, or taught at an inappropriate level. Part of the reason for this is the limited range of books available to teachers and blacksmiths. This book aims to fill the gap by providing resource material for practising blacksmiths and teachers.;Starting with only an anvil, a pair of bellows and a few basic tools, almost all the tools needed by a blacksmith can be made from commonly found materials. This book gives step-by-step instructions and explains the techniques involved in basic blacksmithing. Each stage is clearly illustrated.;All the designs are based on those used by rural blacksmiths in Zimbabwe and Malawi. The main sources of raw material chosen are scrap vehicle parts or scrap from construction sites. Where possible more than one method of making an item is shown and