Lean enterprise

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  • The supply chain is composed of all the parts of the enterprise and its associated trading partners. The Lean Green Supply Chain is made up of two major components: external and internal. There is a synergy between these two parts. The internal savings can, in some cases, be equal to the external supply chain savings. To exclude the internal improvements that supplement the productivity of the External Lean Supply Chain is to miss out on a major component of longterm sustainability.

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  • The Navy Enterprise has evolved over the past decade to achieve various objectives from improving efficiencies through lean, six-sigma efforts to producing the workforce of the future. This evaluation of the participation of organizations within the Navy Enterprise in the Planning, Programming, Budgeting and Execution (PPBE)

    pdf1p xuancoem 05-02-2013 24 1   Download

  • Leading Minds and Landmark Ideas In An Easily Accessible Format From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world. As technology and globalization have disrupted traditional operations along the supply chain, the relationship between suppliers, customers, and competitors has changed dramatically.

    pdf287p bimap_5 29-12-2012 90 56   Download

  • Six Sigma is a data-driven management system with near-perfect performance that is a statistical target of operating with no more that 3.4 defects per one million chances. Six sigma has both created avid interest and raised concerns among executives and its practioners.

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  • While it is reasonable to believe that raising capital in public markets creates strong incentives to provide earnings that reflect economic performance, we recognize that there are many tradeoffs and potentially countervailing effects. For instance, Leuz et al. (2003) argue that private control benefits and expropriation from outside investors create hiding incentives for corporate insiders. That is, public firms with agency problems between controlling insiders and outside investors may mask firm performance by managing reported earnings to prevent outsider intervention.

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  • Although based on a limited set of examples, the Boeing case studies suggest that, while Lean thinking is redefining the manufacturing landscape and the way production activities take place on the factory floor, the regulatory system -- which grew up and evolved regulating a batch and queue, mass production environment -- continues to be structured and operate with batch and queue processes in mind and operate itself as a batch and queue enterprise.

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  • The Boeing case studies provide an interesting window into the dramatic shift in manufacturing paradigms taking place in response to the highly competitive market of the 21st century. Like many companies today, Boeing has placed Lean Manufacturing in the forefront of its efforts to eliminate continually all non-value added aspects of the enterprise and ensure optimal competitiveness.

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  • Companies embrace Lean Manufacturing for three fundamental reasons. First, the highly competitive, globalized market of the late 20th and early 21st century require that companies lower costs to increase margins and/or decrease prices through the elimination of all non-value added aspects of the enterprise. In other words, companies need to key in on Ford’s production efficiency ideals. Second, customer responsiveness is key.

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