Index
The index that appeared in the print version of this title was intentionally removed from the eBook. Please use the search function on your eReading device to search for terms of interest. For your reference, the terms that appear in the print index are listed below.
‘A’ items
absorption
accountability of team
accounting system, standard cost vs. activity-based
accounts payable, analytics
accounts receivable
accuracy of forecast, measures of
accuracy of information, and customer relationship
action plans
actual demand, advantaged strategy
agendas for meetings
aggregated forecasts
airline industry, customer vs. employee satisfaction
Albertsons
Amoco Corporation
AMR Research
analytics
characteristics of proper
rule in
in HPMS
impact on teams
for objectives description
for performance measurement
perspective from
for planning
“so what” test for
testing for completeness
validated
Anchor Foods
annual operating planning (AOP)
antitrust laws, GE and
Apple Inc.
archival references, for action plans
Arista System
assembly master schedule
assumptions, validating
attitudes research area
audits
external
internal
rating criteria for
authority of team
auto industry, sales reporting for
averages
awards
balanced organizational collaboration
Baldor Electric Company
banking model of pedagogy
baseball gloves
behavior change
analytics and
behavior research area
benchmarking
bias of forecast, measures of
big picture test for analytics
bill of material, exploding into individual parts
board of trustees, productivity
bombs, go-to-market strategy and
Booz & Co.
Boston Consulting Group, four-quadrant chart
branding
of process
of team
broad differentiation portfolio strategy
bullwhip effect, “burning platform” effect, and change
business planning, “market-in” approach to
business strategy redevelopment process
business unit strategy
business units, expanding
C (correct) personality type
‘C’ items
strategies
canned food manufacturer, case study
capacity
constraints, forecasting and
cycle planning for
definition in scheduling strategies
utilization
wasted
case studies
canned food manufacturer
frozen food producer
Goodyear North American Tire Consumer
medical technology company
sports uniform manufacturer
VTech Communications, Inc.
Wright Medical Technology
case study approach in education
cash flow forecast
cash flow model
cause and effect analytic, displaying
cause-and-effect relationships
certifications
CFCFs (cross-functional coordinating families)
planning meeting
change
management
overcoming fear
rate of, in on-demand economy
change agent model
China
Chrysler Corporation
Cleveland Orchestra
collaboration
balanced organizational
establishing
in horizontal process decision making
overcoming fear
sentinel processes of
collaborative goals
collaborative planning design and implementation
collaborative strategies
collegiality
in performance reviews
common goals, creating
communication
of capacity utilization
in decision making
of new process
at Wright Medical
compensation, changes
competing on time
competitive advantage,
creating
discovery process
competitive assessment
validated principle and
competitive forces approach of Porter
complexity
cost of
S&OP process to enable
vs. simplicity
concept map of market-savvy S&OP
confidentiality agreements
consensus forecast
consensus plan
contingency planning
contracts, endorsement
contributions of others, respecting
Cook, Bruce
cookie manufacturer, performance metrics
cost, in manufacturing industry
cost leader
Covey, Stephen R., The 7 Habits of Highly Effective People
cross-functional analytics
cross-functional collaboration
cross-functional coordinating families (CFCFs)
cross-functional teams
common language for
discussion about values
strategies from
cumulative charts, for seasonal/promotional businesses
customer connectivity
customer focus
customer group, meeting critical needs of
customer requirements
customer service, improving understanding
customer surveys
customer-centric culture
balanced organizational collaboration
cascading goals
collaboration
collegiality and
horizontal management process
passion of leadership
risks transformed to opportunities
transparency
customer-centrism
design to enable
customer-defined goals, setting
customer-facing organization
customers
aggregation vs. clarity in planning
alignment in strategic update process
building trust relationship with
cascading goals
collaboration with
connectivity
flaw in understanding
including in planning
insights on buying decisions
matching needs and values with strategy
metrics
questions for
at segment level
selective qualification interviews
service measured by
customization
cycle planning
cycle-plan diagram
cycle-plan strategy
D (decisive) personality type
daily rate, for scheduling strategies
dashboard, for planning
data overload
data processing
database, for planning
days of supply
decision makers, vs. ship-to locations
decision making process, design elements
decisive player, as team role
dedicated production lines
defense of value
Delany, Nick
delivery of value
demand
generation at segment level
RBP scheduling production to
at stock-keeping unit (SKU) level
variability
demand sensing
demand signal
demand-planning process
Demantra
deployment plan in DHSSD process
design
to align all planning processes
decision making process for elements
education for
to enable customer centricity
for implementing strategy
with interlocking cycles
DHSSD (Discover, Hypothesize, Simulate, Select, Deploy) process
differentiation of value
discipline, for team
discover element in DHSSD process
distribution centers
distribution costs
documentation, of horizontal management process
Dohnanyi, Christoph von
downtime
in cycle plan
for line changes and sanitation
unplanned
Eastman Kodak
economic change
changes
for design
of employees
guided participatory approach
to reduce fear
“Eight Reasons for Inventory” analysis
– rule
in analytics
in market research
market share and
and perspective
Einstein, Albert
electric motors manufacturer, market segment research
employees
education
empowering
running companies for
self-assessment
trust by
employees of competitors, former, for information
endorsement contracts
ERP systems
errors in calculating safety stock
ev3 Inc.
excellence, defining
exception reports
excess capacity
excess inventory
exchange rate, artificial advantage for China
executable processes
execution, in horizontal process decision making
executive S&OP
meeting
executive summary, detailed dashboard for
external audit
fashion-like businesses, leading indicators for
fear of change, overcoming
Figgie, Harry
finance department, optimum goal
financial planning
financial planning cycle
financial projections, information for
Firestone
firmographics
Fletcher, Ken
flexibility, from S&OP process
focused strategy
follow-through phase, in horizontal process decision making
food manufacturing
3Ms rule
filling lines and labeling lines
Ford
forecasting
aggregated
for capacity planning
in collaboration phase
long horizons in
measuring accuracy and bias
needed vs. actual statistic
sell-through
views of
views of aggregated
free cash flow (FCF)
calculating in simulation
generating
measures of
Freire, Paulo, Pedagogy of the Oppressed
frozen food producer, case study
full view requirement, for analytic completeness
functional organization structure
performance metrics
staff understanding of natural tendencies
functional planning, integration
FYI (for your information) session, executive S&OP as
Gantt chart
Gartner Group
Gault, Stanley C.
gender issues in leadership
General Electric Company
General Motors
global PEACE Plan
goals
collaborative
customer-defined
of customers, cascading
Gold Glove Awards
Goodrich
Goodyear North American Tire (NAT) Consumer, case study
Goodyear Tire & Rubber Company
go-to-market strategy
aligning with customer's strategy
Goulds Pumps
grocery manufacturer, performance metrics
groupthink, avoiding
growth-share matrix
guided participatory process appraisal approach
guiding principles, of market-savvy S&OP design
Hackett, Greg
hardlines company, performance metrics
Harvard Business School
Henderson, Bruce
High Performance Management System (HPMS)
high-complexity businesses, leading indicators for
high-touch customers
historical data, for planning
HIV/AIDS
horizontal management process
documentation
education on
horizontal planning processes, aligning
HPMS (High Performance Management System)
hypothesize element in DHSSD process
I (imaginative) personality type
Iacocca, Lee
inclusiveness, testing for
independent demand problem, and MRP scheduling
India
industry changes
industry data, market share information from
industry experts
industry vertical segmentation
information, accuracy and customer relationship
information technology (IT)
innovation
innovation leadership
integrated business planning (IBP)
integrated projections
interactivity, in horizontal management process
interlocking cycles, design with
internal audit
internal development, of market research
internal goals, collaboration to resolve
International Harvester (IH)
interviews, selective qualification
inventory
analysis
holding costs
levels
requirements analysis
simulation
standards
zero-zero strategy
inventory management, customer behavior
inventory segments
investment bankers
Ishikawa diagram
item forecast
jalapeño popper company
job ticket
Jobs, Steven P.
job-shop
cycle planning
Jones, Tom
just-in-time (JIT) production
RBP to replace
Kanbans
for rate-based processing
K-car (Chrysler)
Keegan, Robert J.
key customers by segment, for accounts receivable analytics
knowledge, learner as co-creator
Kroger
Lafley, A.G.
language, for cross-functional teams
laptop computers, lead times for transit from China
lead times in production
leadership
changes
cost
gender issues
innovation
passion of
support strategy
Leadership Dynamics International
leading indicators
of demand
for high-complexity and fashion-like businesses
of success or failure of planning
Lean Six Sigma
SIPOC analysis
less-than-truckload (LTL) rates
leveraged buyout practice
LIFO method
linear programming (LP)
location advantage
logistics cost, and network design decision
logistics management, rate-mix process extension into
long-lead component, in cycle plan
long-lead-time items
low-cost provider
make-to-order (MTO) business, RBP for
make-to-stock (MTS) industry
RBP for
Malcolm Baldrige National Quality Award
mandatory participation in meetings
manufacturing division, optimum goal
manufacturing industry, cost
market, employee awareness of impact
market niche, cost leader in
market savviness
market segments
describing and naming
research
vision development
market share
competitor gains of
goal of increasing
magnitude of gains
metrics
as value segment strategy option
market-driven strategy
market-driven supply chain
“market-in” approach to business planning
market-savvy S&OP
concept map of
defined
guiding design principles
maturity levels
70% analytics / 30% action plans
material requirements planning (MRP)
RBP to replace
maturity levels in S&OP
Maurer, Rick
McDermott, Thomas C.
McKinsey & Company
measurement process
medical device manufacturer
case study
operating room device inventories
performance metrics
meeting agendas
meeting protocol, for team
meetings
executive S&OP
mandatory participation
measuring time saved by horizontal processes
number of
power struggle in
segment-level S&OP
metrics
customer concerns and
Michelin
Microsoft Excel methods, for simulation
misalignment problem in planning
mix, for manufacturing plants
mixed product pallets, client need for
Mizuno Corporation
money
month-end review
monthly collaboration
monthly segment-level S&OP, dashboard
morale, collegiality and
Morrison, Stan
MRP (material requirements planning)
RBP to replace
multiplication effect
names, for new process
natural gas pipeline safety
Navistar
needs states research area
new demand economy, speed of change in
new products, research on
newspapers, for research on new products
Nielsen Company
Nike, Inc.
Obama administration, bail-outs
objectives, analytics describing
obsolete inventory
Odendaal, Gil
Ohio State University, study on inventory carrying costs
oil crisis of 1980s
oil inventory
Olifiers, Kevin
on-demand economy, need in
On-Point Group
operational excellence
Operations Research (OR)
opinions, vs. analytics
opportunities, transforming risks into
optimization
ordered approach for team work
out-of-stock inventory
ownership of process
P&L analysis
PACCAR
packaging of value
paint manufacturer, 3Ms rule
Palermo, Richard C.
Palmisano, Robert J.
Pareto analysis
Pareto distribution
participatory process appraisal approach, guided
passion, of leadership
patents, Rawlings development
Pedagogy of the Oppressed (Freire)
peer assessment
performance metrics
analytics for
employee self-assessment
in functional organization structure
performance reviews
including collegiality in
rewards for passion
personality types, D-I-S-C
perspective, from analytics
PICS (production and inventory control system)
Pixar Animation Studios
planned capacity, JIT and MRP and
planned downtime, in cycle plan
planning
analytics for
design to align all processes
historical data for
market-in approach
material requirements
rate-based
rate-mix
strategic
planning dashboard
planning database
planning families
Porter, Michael
Competitive Advantage
competitive forces approach
portfolio strategists
portfolio strategy
broad differentiation
vs. segment strategies
three-part generic
power struggle, in meetings
precipitated calcium carbonate (PCC)
predetermined planning
presumptive approach to planning
printed circuit board (PCB) operation, cycle planning
prioritizing segments
problem solving
capacity of team for
process clubs
Process Heavy, People Light design principle
processes
branding of
executable
Procter & Gamble
product life cycle
product life cycle management (PLM)
production
contingency plans to reduce
eliminating peaks and valleys
lead times
production and inventory control system (PICS)
production line, sanitation schedule for
profit center, segments within
projection approach to planning
projections, integrated
promotional businesses, cumulative charts for
purpose statement of team
push concept
qualitative testing
quality control person, as team role
quality definitions, customer involvement
quantitative research
questions, on customer performance
ramp-up, zero-zero inventory strategy and
rank of segment
rate-based manufacturing practice
rate-based planning (RBP)
applicability
primary tools
vs. traditional scheduling methods
rate-mix planning
rating criteria, for audits
raw materials
and rate-mix planning
Rawlings Sporting Goods
case study
innovation strategy
recognition
relevance, of analytics
Republic Steel
research
to define market segments
team for
respect, of contribution of others
rewards
for passion
rhythm from planning
risks, transforming into opportunities
risks/opportunity analysis
meeting
role players on team
Roosevelt, Theodore
root-cause analysis
rounding numbers, in analytics
rule of the 3Ms
Rwanda, work in HIV/AIDS prevention
S (submissive) personality type
S&OP meeting cycle, main cycle
S&OP planning cycle
design to run business
global alignment of teams
go-to-market strategy as starting point
problems implementing
S&OP process design workbook
Saddleback Church (California)
safety implementation, horizontal processes for
safety stock
errors in calculating
inventory standards as alternative
sales organizations, optimum goal
salesperson, as team role
“sandbagging” problem in forecast
sanitation schedule, for production line
scheduling, traditional methods vs. RBP
Schultz, Howard
scientific method
seasonality, business with
seasonal/promotional businesses, cumulative charts for
customers at
demand generation at
segment level S&OP
segment level strategies
segment strategies, vs. portfolio strategy
segmentation of market
comparison of approaches
financial goals
rank and prioritizing
in sports uniform business
traditional vs. value
segment-level S&OP meeting
select approach in DHSSD process
selective qualification interviews
sell-through, forecasting
sentinel processes of collaboration
SEQUEL software
service industry, cost leadership
shareholders
“Sharpening Your People Skills,”
short selling seasons
significance rule for old-timer objections
silo organization, goals
simplicity
vs. complexity
simulation
in DHSSD process
inventory model
SIPOC (source, input, process, output, customer) technique
SKU (stock-keeping unit)
validity of demand plan at level of
small customers, cost to serve
“so what” test, for analytics
Southwest Airlines
specialized markets
Specialty Minerals Corporation
specificity, of collaborative goals
Sperlich, Harold K.
Sporting News
sports uniform manufacturer, case study
Stanley Works
Starbucks Corporation
steel manufacturer, quality improvement
stocked materials
stocking locations, determining number of
strategic alignment
strategic implementation process, dashboard matrix
strategic planning, approaches
strategic update process, customer alignment
strategies
changes
for competitive advantage
design for implementing
portfolio vs. segment
strategists, competitive advantage and
subjectivity, vs. analytics
suppliers
including in planning
trust of
supply and demand
supply chain
vs. value chain
SymphonyIRI Group
Sysco
Szell, George
tactics
targeting of value
teams
accountability
analytics impact
branding
characteristics of strong
charter or purpose
discipline for
global alignment of
to meet value chain goals
problem solving capacity
role players on
as team role
see also cross-functional teams
technology upgrades
testing
for analytic completeness
for inclusiveness
qualitative
3Ms rule, and cross-functional language
throughput
analysis of
increasing
time advantage
value chain capability in
time commitment, by team members
time saved by horizontal processes
time-advantage strategy
customer-connectivity strategy and
RBP support of
total quality management (TQM)
Toyota Production System (TPS)
traditional structure
customer-facing organization vs.
limitations
transactional process
transitioning to market-driven supply chain
audits
measuring progress
planning
in practice
transparency
transportation costs
trends
trigger
for production level changes
for replenishment signal
trust
building customers’
by employees
management openness to change
of suppliers
turns
understandable analytics
understanding, improving
Uniroyal
US Foods
validated analytics
validity of demand plan, at SKU level
value chain
capacity in time advantage
for segment
segment level strategies for
vs. supply chain
team to accomplish goals
value delivery
value of individual
value proposition
value segmentation
case study
cost inside
cross-functional teams for research
defined
strategy fundamentals
target group
traditional strategy options
value spaces
value-chain planning cycle
values
assessment
cross-functional team discussion of
discovering common
team development of list
vendor-managed inventory (VMI)
vision
voice of the customer (VOC)
volume, for manufacturing plants
VTech Communications, Inc., case study
Wal-Mart
Walton, Sam
warehouses
demand variability
Warner & Swasey Company
Warren, Rick, The Purpose Driven Life
Wegmans
Welch, Jack
Westinghouse Electric Corp.
what-if analysis
Wright Medical Technology, case study
Xerox Corporation
Zappos.com
zero-zero inventory strategy
American Management Association
www.amanet.org