How Management Programs Can Improve Organization Performance

Selecting and Implementing the Best Program for Your Organization

Edited by:
Richard E. Crandall, Appalachian State University
William Crandall, University of North Carolina at Pembroke

Published 2015

All organizations operate in an environment that is rapidly changing. To be successful, the organization must also change. The question is what to change and how. This book will describe in some detail a number of management programs, many of which are known by their three-letter acronyms, such as Just-in-Time (JIT) or Service-Oriented Architecture (SOA). A management program is designed to improve an organization’s effectiveness and efficiency. However, there are so many management programs it is often difficult for managers to decide which one would be most appropriate for their operation. This book will describe an array of management programs and group them to indicate their primary purpose. The book will also outline a process that will enable managers to select the most appropriate management program to meet their immediate and long-term needs.

Implementing a management program is no small task. It can be expensive, time-consuming, and disruptive of normal operations; therefore, the choice of the management program requires careful selection and implementation. Care must be taken to increase the likelihood of successfully implementing new ventures in all types of organizations – business, nonprofit and governmental agencies. Many ventures fail, or achieve limited success, not because the idea isn’t good but because the organization has not adequately prepared its internal capabilities to meet the environmental conditions in which it operates. An important feature of this book is that it can be updated periodically to add new programs and phase out programs no longer relevant.

The book will provide readers with a comprehensive description of the most popular management improvement programs and their primary applications to their organizations. We will discuss the philosophy and principles of these programs and include a discussion on how to use each program to achieve optimum success. A central theme of this book is to not just adopt an improvement program for the sake of adopting it, but to match the improvement program with the specific needs in an organization. In the chapters that follow, we will illustrate how this matching process can be conducted. Above all, we plan the book to be a concise and useful resource to both practitioners and academics. Here is what you can expect in the chapters.

CONTENTS
Preface. Acknowledgments. Chapter 1. Introduction to Management Improvement Programs. Chapter 2. History of Management Improvement Programs. Chapter 3. Introduction to Individual Management Programs. Chapter 4A. Materials Requirements Planning (MRP) Chapter 4B. Manufacturing Resource Planning (MRP II) Chapter 4C. Enterprise Resource Planning (ERP) Chapter 4D. Critical Path Method (CPM) Chapter 5A. Advanced Planning and Scheduling (APS) Chapter 5B. Computer Integrated Manufacturing (CIM) Chapter 5C. Manufacturing Execution Systems (MES) Chapter 5D. Theory of Constraints (TOC) Chapter 5E. Warehouse Management Systems (WMS) Chapter 6A. Just-in-Time (JIT) Chapter 6B. Lean Production. Chapter 6C. Business Process Reengineering (BPR) Chapter 6D. Business Process Outsourcing (BPO) Chapter 6E. Value Analysis and Value Engineering. Chapter 7A. Statistical Process Control (SPC) Chapter 7B. Total Quality Control (TQC) Chapter 7C. Total Quality Management (TQM) Chapter 7D. Six Sigma. Chapter 7E. Quality Function Deployment (QFD) Chapter 8A. Activity-Based Costing (ABC) Chapter 8B. Activity-Based Management (ABM) Chapter 8C. Balanced Scorecard (BSC) Chapter 8D. Key Performance Indicators (KPI) Chapter 9A. Quick Response (QR) Chapter 9B. Efficient Consumer Response (ECR) Chapter 9C. Vendor Managed Inventory (VMI) Chapter 9D. Collaborative Planning, Forecasting, and Replenishment (CPFR) Chapter 10A. Manufacturing Flexibility. Chapter 10B. Agile Manufacturing. Chapter 10C. Mass Customization. Chapter 11A. Internet EDI (I-EDI) Chapter 11B. Business to Business (B2B) Chapter 11C. Business to Consumer (B2C) Chapter 11D. Automatic Identification System (AIS) Chapter 11E. Decision Support System (DSS) Chapter 11F. Interorganizational Systems (IOS) Chapter 11G. Service-Oriented Architecture (SOA) Chapter 11H. Software as a Service (SAAS) and Cloud Computing. Chapter 12A. New Product Development (NPD) Chapter 12B. Sales and Operations Planning (S&OP) Chapter 12C. Supply Chain Management (SCM) Chapter 12D. Customer Relationship Management (CRM) Chapter 12E. Supplier Relationship Management (SRM) Chapter 12F. Product Lifecycle Management (PLM) Chapter 13A. Management by Objectives (MBO) Chapter 13B. Strategic Management and Strategic Planning. Chapter 13C. Knowledge Management (KM) Chapter 13D. Risk Management. Chapter 13E. Virtual Management or Virtual Organization. Chapter 13F. Chaos and Complexity Management. Chapter 14. Selecting the Correct Management Program. Chapter 15. Program Implementation. Chapter 16. Future of Management Programs. Management for the Twenty-First Century. References. About the Authors.

REVIEWS
"[one] of the best books of 2015 ... The world is changing rapidly, so organizations must change to succeed. The question, of course, is what to change and how. Richard E. Crandall and William Crandall bring decades of experience in manufacturing, engineering and academia to distill more than 50 business improvement programs into groups that address a variety of improvement categories, including planning, execution, cost reduction, quality improvement, performance measurement and response time. This gives readers a handy guide to decide which program, from just-in-time to lean to service-oriented architecture, will be most appropriate for your operational needs. Each program’s philosophy and principles are discussed, along with how to use the programs to achieve optimum success." Michael Hughes in Industrial Engineer