This book provides a first-of-its-kind approach for using blockchain to enhance resilience in disaster supply chain and logistics management, especially when dealing with dynamic communication, relief operations, prioritization, coordination, and distribution of scarce resources - these are elements of volatility, uncertainty, complexity, and ambiguity (VUCA) describing a dynamic environment that now form the "new norm" for many leaders. Blockchain-Enabled Resilience: An Integrated Approach for Disaster Supply Chain and Logistics Management analyzes the application of blockchain technology used to enable resilience in a disaster supply chain network. It discusses IoT and DVFS algorithms for developing a network-based simulation and presents advancements in disaster supply chain strategies using smart contacts for collaborations. The book covers how success is based on collaboration, coordination, sovereignty, and equality in distributing resources and offers a theoretical analysis that reveals that enhancing resilience can improve collaboration and communication and can result in more time-efficient processing for disaster supply management. This book provides a first-of-its-kind approach for managers and policy-makers as well as researchers interested in using blockchain to enhance resilience in disaster supply chains, especially when dealing with dynamic communication, relief operations, prioritization, coordination, and distribution of scarce resources. Practical guidance is provided for managers interested in implementation. A robust research agenda is also provided for those interested in expanding present research.

New Work and Industry 4.0 have matured and this book takes a practical, experience-based approach to project management in these areas. It introduces methods and covers the practical aspects. It critically examines existing approaches and practices and shows their limitations. The book covers appropriate methods as well as human and social aspects. It contributes to the ongoing discussion of business practices and methods. It also aims to stimulate dialogue in the professional community. Digital Project Practice for New Work and Industry 4.0 begins by introducing basic concepts in the context of Industry 4.0 and discussing how they might influence organizational communication and impact the work environment. After examining the possibilities and challenges of remote work and collaboration in distributed teams all over the world, the book looks at a company's fundamental changes related to New Work from a practical business perspective as well as legal and ethical perspectives. It reviews the case of the VW emission scandal and recommends ways to improve corporate culture. Legal issues include New Work and hybrid forms of collaboration as well as liability for automated decisions (i.e., the potential need for an 'electronic person'). Other implications for the workplace include how: Industry 4.0 might influence the potential demand for "Digital Unions" Industry 4.0, and lean production, and their applications can change industrial practices Open Banking presents new approaches and new business models Work structures and systems can empower employees' work self-management This book also looks at how New Work effects individual workers. It addresses digital stress, introduces strategies for coping with it, and discusses related topics. It also explores the benefits of meditation and the economics of mind, body, and spirit. In essence, this book cover appropriate methods along with human and social factors. It also covers practice, different perspectives, and various experiences from all around the globe. Contributing to the ongoing discussion on business practices and methods, this book will nourish and stimulate dialogue in the professional community.

This is a revision of a classic! This text provides a single source for information on both the structure and management of quality systems and the use of statistics to control and improve quality. It incorporates an international flavor and a good balance of services and manufacturing coverage. The goal of the second edition remains the same as the first edition - to promote learning by means of practical, effective applications intended to develop, control, and improve quality systems and processes.

The fundamental reason for the existence of any manufacturing organization is to generate wealth by adding value to the products and services it offers. In this new global industrial environment, value is generated from many sources, such as rapid and flexible fulfillment of orders, developing new innovative products and services, providing rapid and responsive product and service support, delivering innovative turn-key solutions to customers, and so on. In the 21st century most manufacturing organizations will have to respond to these challenges through innovative partnerships, by creating virtual enterprises, by operating in agile networks to generate value by exploiting their existing competencies in design, manufacturing, distribution and customer service, whilst building new competencies in information systems, communications and knowledge management. Just as no man is an island, so no business can operate without being part of a network of businesses, which we call the manufacturing value chain. This book brings together the works of leading researchers to present state-of-the-art research and development on the strategic management of the manufacturing value chain' in the broadest sense. The objectives of Strategic Management of the Manufacturing Value Chain are: To provide insights into potential strategies, methods, tools and techniques which could facilitate competitiveness through innovation agility and partnership. To explore the use of enabling technologies, such as IT, in meeting the challenges of the 21st century. To provide practical case studies which demonstrate the use of new approaches to the generation and management of value in manufacturing. Strategic Managementof the Manufacturing Value Chain is suitable as a secondary text for graduate-level courses of management and manufacturing, and as a reference for researchers and practitioners in industry, commerce and government.

The development of a robust drug product requires juggling many competing priorities such as overcoming scientific challenges, following regulatory requirements, and managing business-related concerns. Unfortunately, despite large resources spent on R&D, multifactor productivity of pharmaceuticals is on the decline for several years now. Because of this business reality, pharmaceutical companies have seen a notable change in the traditional operating model and footprint over the past couple of decades. Outsourcing, in particular, has emerged as a successful business model for many pharmaceutical companies looking for ways to strategically increase their R&D capabilities and to augment their in-house resources. How to Integrate Quality by Efficient Design (QbED) in Product Development bridges the gap between theory and practice when it comes to strategic decision-making in a pharmaceutical research scenario. This book will introduce the concept of QbED and focus on various aspects such as patient-centric product designs, platform-based manufacturing technologies, business acuity, and regulatory strategies to balance the challenges in outsourcing with the need for strategic and statistically sound experiments rooted in good science. Detailed discussions will cover pharmaceutical business models, regulatory approval process, quality by design (QbD), business analytics, and manufacturing excellence specifically for small molecules and solid oral dosage forms. With the addition of case studies, flowcharts, diagrams, and data visualizations, How to Integrate Quality by Efficient Design (QbED) in Product Development will be a practical reference to help professionals working in the area of pharmaceutical drug development, strategy, and outsourcing management.

The Spring Electric is a lower priced electrical vehicle from The Renault Group. It is the result of an impossible project that was a breakthrough in cultural innovation. The development of the Spring brought together a French company, a Japanese partner, an Indian project, and a Chinese developer to deliver a car for the European market. The Innovation Odyssey: Lessons from an Impossible Project examines four key issues central to this vehicle's development: The nature of the automotive industry itself and the actors involved in these "societal" innovations. The movement toward the electrification of vehicles is inseparable from public policies aimed at reducing carbon emissions. Without substantial subsidies or rigorous bans on internal combustion engine vehicles (ICEVs), the electric vehicle (EV) would not be developed. It is these public policies that create the conditions for an electrified vehicle market. Electrification is thus a three-way game, in which public actors play a central role alongside suppliers and customers. Therefore, an analysis of these policies is essential to understand manufacturers' strategies in this area. What are the differences between these policies? Do they introduce regional competitive advantages? How do firms in the globalized automotive sector adapt to or take advantage of these differences? How can they combine local adaptation. Product strategy. To what extent should this technological breakthrough at the heart of the car be associated with a more profound break in the definition of the automobile product? Is the answer an electrification of the dominant ICEV design (and if so, how?) or a complete redefinition of the vehicle? International cooperation. Automotive design is largely concentrated in the technical centers of the parent companies: Detroit, Guyancourt, Wolfsburg, Yokohama. How can the design processes and the European and Chinese skills and know-how be combined in a project designed far from the traditional European or Japanese bases and under time constraints? Can this original form of design inspire new forms of international cooperation, and under what conditions? Globalized innovation strategies. For multinational groups such as car manufacturers, competitive advantage depends on their ability not only to invent relevant products that find customers in local markets, but also to deploy them rapidly at the global level, harnessing economies of scale that a startup, however innovative, cannot achieve. How then to combine local adaptation of innovations with effective global deployment?

In the latter half of the 20th century, forces have conspired to make the human community, at last, global. The easing of tensions between major nations, the expansion of trade to worldwide markets, widespread travel and cultural exchange, pervasive high-speed communications and automation, the explosion of knowledge, the streamlining of business, and the adoption of flexible methods have changed the face of manufacturing itself, and of research and education in manufacturing. The acceptance of the continuous improvement process as a means for organizations to respond quickly and effectively to swings in the global market has led to the demand for individuals educated in a broad range of cultural, organizational, and technical fields and capable of absorbing and adapting required knowledge and training throughout their careers. No longer will manufacturing research and education focus on an industrial sector or follow a national trend, but rather will aim at enabling international teams of companies to cooperate in rapidly designing, prototyping, and manufacturing products. The successful enterprise of the 21st century will be characterized by an organizational structure that efficiently responds to customer demands and changing global circumstances, a corporate culture that empowers employees at all levels and encourages constant communication among related groups, and a technological infrastructure that fully supports process improvement and integration. In changing itself to keep abreast of the broader transformation in manufacturing, the enterprise must look first at its organization and culture, and thereafter at supporting technologies.

ICT-Driven Economic and Financial Development: Analyses of European Countries demonstrates the effects of ICT diffusion on economic, social and financial development by examining their impact on the structure and dynamics of national economies. It provides the insight into shifts observed in labour markets, international trade activities productivity factors, education and use of innovative financial products. It combines empirical analyses and data sources stretching back to 1990 make it an important contribution to understanding the effects of ICT diffusion on economic and financial development. The book answers questions such as how will national and regional economies react to upcoming ICT developments and growing usage, and what is the magnitude of impact of new information and communication technologies on various aspects of social and economic life.

Many interesting and important results on stochastic scheduling problems have been developed in recent years, with the aid of probability theory. This book provides a comprehensive and unified coverage of studies in stochastic scheduling. The objective is two-fold: (i) to summarize the elementary models and results in stochastic scheduling, so as to offer an entry-level reading material for students to learn and understand the fundamentals of this area and (ii) to include in details the latest developments and research topics on stochastic scheduling, so as to provide a useful reference for researchers and practitioners in this area. Optimal Stochastic Scheduling is organized into two parts: Chapters 1-4 cover fundamental models and results, whereas Chapters 5-10 elaborate on more advanced topics. More specifically, Chapter 1 provides the relevant basic theory of probability and then introduces the basic concepts and notation of stochastic scheduling. In Chapters 2 and 3, the authors review well-established models and scheduling policies, under regular and irregular performance measures, respectively. Chapter 4 describes models with stochastic machine breakdowns. Chapters 5 and 6 introduce, respectively, the optimal stopping problems and the multi-armed bandit processes, which are necessary for studies of more advanced subjects in subsequent chapters. Chapter 7 is focused on optimal dynamic policies, which allow adjustments of policies based on up-to-date information. Chapter 8 describes stochastic scheduling with incomplete information in the sense that the probability distributions of random variables contain unknown parameters, which can however be estimated progressively according to updated information. Chapter 9 is devoted to the situation where the processing time of a job depends on the time when it is started. Lastly, in Chapter 10 the authors look at several recent models beyond those surveyed in the previous chapters.

Currently, change is the new normal. As change grows, so does risk. But how will leaders understand the risk if they don't measure it? In short, they won't. The reality is that ignorance is never bliss. What leaders and their organizations don't know will eventually impact them and their customers. Thus, situational awareness, forethought, and preparation are now key competencies for leaders to survive in high-risk environments. In this book, readers will learn the basics of leadership time management, the disruptability quotient, the leadership "canary" and why it's just as important to leaders as it was to coal miners, and the slippery slope of change management (do we improve, change, or model the current state?), signals of leadership maturity and false positives, mastering the art of organizational knowledge, the pearls, and pitfalls of leadership rebranding, and the risk of non-utilized talent. Why aren't current leaders required to undergo "storm proofing" from an operational perspective? As many of us experienced in various academic programs, the main foci are technical skills in management, organizational theory, data analysis, and many of the traditional leadership training courses. But, what happens when a leadership storm appears such as an unprecedented pandemic or supply chain crisis, or talent gaps where workers are not available to complete the basic services humanity relies on daily? Most leaders were not and are not prepared for today's storms. The result is reactive leadership, higher-than-expected risk propositions, and disruptive transformations that force leaders from their perches to find the next best role their skillsets will buy. This book is for leaders and professionals who are currently, or will be leading teams, divisions, and organizations. Its purpose is to provide practical guidance on how leaders can "stormproof" their portfolios. Thus, they will be able to survive, thrive in, and outlast high-risk leadership storms that will overwhelm their less-prepared peers.

Currently, change is the new normal. As change grows, so does risk. But how will leaders understand the risk if they don't measure it? In short, they won't. The reality is that ignorance is never bliss. What leaders and their organizations don't know will eventually impact them and their customers. Thus, situational awareness, forethought, and preparation are now key competencies for leaders to survive in high-risk environments. In this book, readers will learn the basics of leadership time management, the disruptability quotient, the leadership "canary" and why it's just as important to leaders as it was to coal miners, and the slippery slope of change management (do we improve, change, or model the current state?), signals of leadership maturity and false positives, mastering the art of organizational knowledge, the pearls, and pitfalls of leadership rebranding, and the risk of non-utilized talent. Why aren't current leaders required to undergo "storm proofing" from an operational perspective? As many of us experienced in various academic programs, the main foci are technical skills in management, organizational theory, data analysis, and many of the traditional leadership training courses. But, what happens when a leadership storm appears such as an unprecedented pandemic or supply chain crisis, or talent gaps where workers are not available to complete the basic services humanity relies on daily? Most leaders were not and are not prepared for today's storms. The result is reactive leadership, higher-than-expected risk propositions, and disruptive transformations that force leaders from their perches to find the next best role their skillsets will buy. This book is for leaders and professionals who are currently, or will be leading teams, divisions, and organizations. Its purpose is to provide practical guidance on how leaders can "stormproof" their portfolios. Thus, they will be able to survive, thrive in, and outlast high-risk leadership storms that will overwhelm their less-prepared peers.

This edited monograph brings together research papers covering the state of the art in cloud computing for logistics. The book includes general business object models for intralogistics as well as user-friendly methods for logistics business process design. It also presents a general template for logistics applications from the cloud. The target audience primarily comprises researchers and experts in the field, but the book will also be beneficial for graduate students.

Project Quality Management: Why, What and How, Second Edition demonstrates how to implement the general methods defined in A Guide to the Project Management Body of Knowledge-Fifth Edition (PMBOK Guide) and augments those methods with more detailed, hands-on procedures that have been proven through actual practice. This edition presents case examples that illuminate the theory of quality planning, assurance, and control with real-world narratives, including situation, analysis, and lessons learned. It also provides course discussion points and practical exercises at the end of each chapter. In its first edition, Project Quality Management was the recipient of the 2006 PMI David I. Cleland Project Management Literature Award. The award-winner offered project managers a specific, succinct, step-by-step project quality management process found nowhere else. This second edition features updated and enhanced material that meets the needs of practitioners, trainers, college instructors, and their students! Course instructor material is also available.

Manufacturing companies have just begun to implement the concepts of the Fourth Industrial Revolution (Industry 4.0) on a larger scale. Still, this area is characterized by a rapid pace of technological change, blurring boundaries between physical, digital, and biological systems, and a quickly changing growing political, economic, and social environment -- leading to high uncertainty in decision making and many questions about the future development in this field. To provide guidance and inspiration for managers and academics on the future of digital manufacturing systems, this book presents the results of an extensive Delphi study on next-generation manufacturing systems, with a projection period of up to 2030. We analyzed almost 2000 quantitative estimations and more than 600 qualitative arguments from a large panel of industrial and academic experts from Europe, North America, and Asia. The book describes each of the 24 projections in detail, offering current case study examples and related research, as well as implications for policymakers, firms, and individuals. The empirical results also allowed us to build scenarios for the most probable future along the dimensions of governance, organization, capabilities, and interfaces from both a company-internal and an external (network) perspective.

-- 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.

Completely revised including six new chapters, this new edition presents a more comprehensive knowledge of issues facing developers of complex products and process management. It includes more tools for implementing a Systems Engineering approach to minimize the risks of delays and cost overruns and helps create the right product for its customers. Designing Complex Products with Systems Engineering Processes and Techniques, Second Edition highlights how to increase customer satisfaction, quality, safety, and usability to meet program timings and budgets using a Systems Engineering approach. It provides decision-making considerations and models for creating sustainable product design and describes many techniques and tools used in product development and the product life-cycle orientation. The book also offers techniques used in Design for Manufacturing, Design for Assembly, and product evaluation methods for verification and validation testing. Many new examples, case studies, six new chapters, and updated program and data charts held on our website are offered. The book targets practicing engineers, engineering management personnel, product designers, product planners, product and program managers in all industrialized and developing countries. In addition the book is also useful to undergraduate, graduate students, and faculty in engineering, product design, and product project and program management.

Today enterprises must strive to improve their competitiveness in a changing environment. To reach this objective it is necessary for companies to evaluate their performances and to combine modelling, business process re-engineering and benchmarking techniques. This book demonstrates the successful combination and implementation of these various techniques.

As logistics operations and supply chain management play a vital role in smooth, timely connections and business activities, continued advancements made in these processes are essential. Technological Solutions for Modern Logistics and Supply Chain Management highlights theories and technological growth in applied research as well as advances in logistics, supply chains, and industry experiences. Aiming to enhance the expansions made towards an efficient and sustainable economy, this book is essential for providing researchers, practitioners and academicians with insight into a wide range of topics.

Over the years, companies have developed independent systems for managing process safety, environment, health, safety, and quality. Many aspects of these management systems are similar. Integrating EHS management systems can yield economies and improved system effectiveness. This book explains how integration reduces cost of delivery through a reduction in the number of management program steps and avoidance of redundancy; how it results in more effective programs, since the best practices can be combined into a single process; and how this integration brings a faster, and more cost effective response to new demands.

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 takes as its starting point the need to improve sustainability performance across the triple bottom line and reach global sustainable development goals. As such, it places sustainability at the heart of developing and explaining relevant theory, concepts and models in operations and supply chain management. Whereas previous textbooks on operations and supply chain management have focused on augmenting existing models of operations and supply chain management by simply adding on selected sustainability issues, this textbook places sustainability at the heart of operations and supply chain management. Sustainable Operations and Supply Chain Management consolidates the tools, concepts and methods of operations and supply chain management relevant for reaching sustainable development goals. This book includes not only descriptions of the theories and models but also practical cases based on the most recent developments in different industry sectors, including user electronics, healthcare, fashion and energy. Relevant student exercises are also included for use in the classroom or in personal study. This book provides an ideal introduction for Bachelor or Masters-level students, whether they are on general management and business degrees, or are focused on areas such as engineering management, technology management or sustainability management. Furthermore, university-level teachers and lecturers will find the material presented in this book a valuable basis for structuring their courses on operations and supply chain management in the context of sustainability.

Many fields are beginning to implement developing practices that prove to be more efficient and environmentally friendly compared to traditional practices. This holds true for the realm of business, as organizations are redesigning their operations through the incorporation of sustainable methods. Research is needed on the specific techniques companies are using to promote efficiency and improved effectiveness using sustainability. Handbook of Research on Sustainable Supply Chain Management for the Global Economy is an essential reference source that discusses the incorporation of sustainability in various facets of business management. Featuring research on topics such as disruptive logistics, production planning, and renewable energy sources, this book is ideally designed for researchers, practitioners, students, managers, policymakers, academicians, economists, scholars, and educators seeking coverage on sustainable practices in supply chains to ensure a cleaner environment.

* Presents the first quantitative index to measure construction project management performance