Quality 4.0 - Introduction and Bibliography

 

Evolution of The Quality Management Philosophy and Practice

https://nraomtr.blogspot.com/2017/03/evolution-of-quality-management.html

QUALITY 4.0

"Quality 4.0" is a term that references the future of quality and organizational excellence within the context of Industry 4.0.

QUALITY 4.0 PRINCIPLES

People

Quality 4.0 is more than technology. It’s a new way for quality professionals to manage quality with the digital tools available today and understanding how to apply them and achieve excellence through quality. By speaking the digital language and making the case for quality in disruption, quality professionals can elevate their role from enforcers to navigators to successfully guide organizations through digital disruption and toward excellence.

Process

As more work is automated the need for flawless processes remains the same, if not more important. Existing processes will be broken and the need to educate the next generation of workers to implement new processes and strategies will be vital to not only the quality professional but also business operations. Quality is a vital link and should be included at the strategic level for sustainability during digital transformation.

Technology

Technology is growing 10 times faster than it used to, and organizations’ platforms, such as processes, systems, data, operations and governance, must keep pace. Technology also is a great leveler because it gives any individual with the right idea and intent the capability that previously was available only to large organizations. Quality professionals must move from data analyst roles to data wrangler roles by engaging with new technologies, understanding these technologic advancements and the potential outputs they create, and determining how and when to use them.

QUALITY 4.0 TOOLS

Artificial intelligence: computer vision, language processing, chatbots, personal assistants, navigation, robotics, making complex decisions.

Big data: infrastructure (such as MapReduce, Hadoop, Hive, and NoSQL databases), easier access to data sources, tools for managing and analyzing large data sets without having to use supercomputers.

Blockchain: increasing transparency and auditability of transactions (for assets and information), monitoring conditions so transactions don’t occur unless quality objectives are met.

Deep learning: image classification, complex pattern recognition, time series forecasting, text generation, creating sound and art, creating fictitious video from real video, adjusting images based on heuristics (make a frowning person in a photo appear to smile, for example).

Enabling technologies: affordable sensors and actuators, cloud computing, open-source software, augmented reality (AR), mixed reality, virtual reality (VR), data streaming (such as Kafka and Storm), 5G networks, IPv6, IoT.

Machine learning: text analysis, recommendation systems, email spam filters, fraud detection, classifying objects into groups, forecasting.

Data science: the practice of bringing together heterogeneous data sets for making predictions, performing classifications, finding patterns in large data sets, reducing large sets of observations to most significant predictors, applying sound traditional techniques (such as visualization, inference and simulation) to generate viable models and solutions.

Quality 4.0

A detailed article with multiple references from ASQC

https://asq.org/quality-resources/quality-4-0

What is Quality 4.0?

Based on phase one of our research, here is our working definition of Quality 4.0 (CQI - IRCA Japana):

Quality 4.0 is the leveraging of technology with people to improve the quality of an organisation, its products, its services and the outcomes it creates.

This definition sees quality professionals as having two roles:

To help organisations adopt and use digital technologies – so they create value for customers and other stakeholders

To adopt and use digital technologies in quality management – to effectively deliver governance, assurance and improvement

https://www.quality.org/quality-4-point-0

Quality 4.0: The Future of Quality?

Juran 

June 15, 2019

https://www.juran.com/blog/quality-4-0-the-future-of-quality/

Evolution of The Quality Management Philosophy and Practice

New article found.

https://www.juran.com/blog/the-history-of-quality/

Ignoing F.W. Taylor is a blunder. It is only ignorance on the part of writers of the article.

Till 1800, production of goods and services was primarily done by single person owned or family owned facilities. The quality of the item was negotiated and set by the individual owner-operator who was in turn also responsible for producing the item. This phase, which continued till Taylor's publication of Shop Management, that is the time period up to 1900, is now called the period of ‘Operator Quality Control’. In operator quality control,  controlling and improving quality of the product was aligned with the philosophy of pride in workmanship.

In the early days of factory of production, foreman became the most important managers of the factories. He is responsible for all management activities. So during the early days of factory production,  a second phase of quality management evolved, which is now termed as  the ‘Foreman Quality Control’ period.  Supervisors are now responsible to ensure that quality was achieved. We can imagine that he is doing some inspection. Also, the operator may not be directly talking to the customer now. Foremen or supervisors controlled the quality of the product, and they were also responsible for the shop floor operations.

The next phase of qual­ity is the ‘Inspection Quality Control’. With more complicated prod­ucts and processes it became impossible for the foreman to keep close watch over the quality dimension. Inspectors were assigned to check the quality of a product after processing. Individual product standards were set, and any discrepancies between standard and actual product features was reported. Defective items were set aside as scrap, and few items with minor defects are reworked to meet the specified standard or specification. This practice was picked up by Taylor, and inspection or quality foreman became one of the functional foremen in Taylor's functional foremanship model.  As we know, Taylor's function foremanship model was converted into line and staff model of management and inspection departments were established. They became very big also with plant level quality control or inspection head with many inspectors reporting to him.

In 1924, Wal­ter A. Shewhart of Bell Telephone Laboratories introduced the concept of statisti­cal charts to monitor variability of the process using measurements of product characteristics.  These charts were called process control charts. In the latter half of 1920s, H. F. Dodge and H. G. Romig, also from Bell Telephone Laboratories, proposed acceptance sam­pling plans for inspection. These plans proposed the concept of samples for inspection, thus elimination 100 percent inspection and saving inspection time. It is a productivity improvement innovation in inspection. But, it was stated that sample based inspection will give similar rate of outgoing quality as 100% inspection was giving. Industrial engineers adopted sample inspection plans in their productivity improvement practice. During 1930’s application of acceptance sampling plans was in full flow in industries. In 1929, Walter Shewhart with the help of American Society for Testing Materials (ASTM), American Society of Mechanical Engineers (ASME), American Statistical Association (ASA), and Institute of Mathematical Statistics (IMS) created the joint committee for the development of statistical techniques for application in engineering industries.

http://nptel.ac.in/courses/110101010/

Total Quality Management: Focus on Six Sigma - Review Notes

Deming

If Japan Can, Why Can't We?

Deming's Big Hit TV Program in 1980 on NBC

__________________

https://www.youtube.com/watch?v=vcG_Pmt_Ny4

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Selected Papers By Dr. W. Edwards Deming

Dr. Deming published over 170 articles, wrote numerous unpublished papers for his students and clients, and conducted hundreds of studies for clients. These and numerous other writings by Dr. Deming are in the National Archives, The Library of Congress (LOC) in Washington, DC.

https://deming.org/deming-articles/

Out of the Crisis

William Edwards Deming

MIT Press, 2000 - Business & Economics - 507 pages

Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management.

Deming offers a theory of management based on his famous 14 Points for Management.

"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Previously published by MIT-CAES

https://books.google.co.in/books/about/Out_of_the_Crisis.html?id=i2lB09HvPpsC

Out of the Crisis, reissue

Front Cover

W. Edwards Deming

MIT Press, 16-Oct-2018 - Business & Economics - 448 pages

2 Reviews

Deming's classic work on management, based on his famous 14 Points for Management.

"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."

—from Out of the Crisis

In his classic Out of the Crisis, W. Edwards Deming describes the foundations for a completely new and transformational way to lead and manage people, processes, and resources. Translated into twelve languages and continuously in print since its original publication, it has proved highly influential. Research shows that Deming's approach has high levels of success and sustainability. Readers today will find Deming's insights relevant, significant, and effective in business thinking and practice. This edition includes a foreword by Deming's grandson, Kevin Edwards Cahill, and Kelly Allan, business consultant and Deming expert.

According to Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, Deming explains the principles of management transformation and how to apply them.

https://books.google.co.in/books/about/Out_of_the_Crisis.html?id=RTNwDwAAQBAJ 

The Essential Deming: Leadership Principles from the Father of Quality: by W. Edwards Deming  (Author), Joyce Orsini (Editor), Diana Deming Cahill (Editor)

Juran

Juran on Quality by Design: The New Steps for Planning Quality Into Goods and Services

J. M. Juran, JOSEPH M AUTOR JURAN

Simon and Schuster, 04-May-1992 - Business & Economics - 538 pages

Building on the experiences of scores of companies and hundreds of managers, J.M. Juran, the world-renowned quality pioneer, presents a new, exhaustively comprehensive approach to planning, setting, and reaching quality goals. Employing three case examples which encompass the three major sectors of the economy -- service, manufacturing, and support, he offers a practical plan for companies to achieve strategic, market-driven goals by following a structural approach to planning quality.

Quality, according to Juran, has become a prerequisite for business success. He cites the loss of market share, failure of products, and waste as results of poor quality planning. Juran provides a set of universal steps which can be used in the basic managerial process to establish quality goals, identify customers, determine customer needs, provide measurement, and develop process features and controls to improve business tactics.

The author gives new emphasis to setting quality goals, planning in "multifunctional" processes, establishing data bases for quality planning, motivating managers and the work force, and introducing quality planning into organizations.

https://books.google.co.in/books?id=KPUXbZ2Hw1EC

Juran's Quality Handbook: The Complete Guide to Performance Excellence 6/e 6th Edition

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed: by Michael L. George (Author), John Maxey (Author), David Rowlands (Author), Mark Price (Author)

Quality 4.0

Quality 4.0 - Introduction and Bibliography

https://nraomtr.blogspot.com/2024/01/quality-40-introduction-and-bibliography.html

A detailed article with multiple references from ASQC

https://asq.org/quality-resources/quality-4-0

Updated 25.1.2024, 25.4.2022,  21.4.2022,  9.4.2022,  20 May 2021

Pub 25 March 2017

Intel - “IDM 2.0,” - A Major Evolution of Intel’s Integrated Device Manufacturing (IDM) model.

  “IDM 2.0,” a major evolution of Intel’s integrated device manufacturing (IDM) model. 

23 March 2021

https://www.intel.com/content/www/us/en/newsroom/news/idm-manufacturing-innovation-product-leadership.html#gs.35bhm6

Engineering the Future

During a virtual presentation on March 23, 2021, Intel CEO Pat Gelsinger outlined the company’s path forward to manufacture, design and deliver leadership products and create long-term value for stakeholders.

https://www.intel.com/content/www/us/en/newsroom/resources/engineering.html#gs.35fh1l

9 June 2021

https://www.intel.com/content/www/us/en/newsroom/news/idm2-strategy-defined-60-seconds.html#gs.35bhn7

11 October 2022

Intel Embraces an Internal Foundry Model

CEO Pat Gelsinger introduces an internal foundry model for both external customers and Intel product lines.

https://www.intel.com/content/www/us/en/newsroom/news/intel-embraces-internal-foundry-model.html#gs.35fj1n

17 Oct 2022

Intel’s Role as a Systems Foundry, Explained

Intel Foundry Services still makes silicon wafers for customers, but it does more than just that traditional foundry role.

At Intel Innovation in September, Gelsinger said Intel Foundry Services (IFS) is ushering in the “systems foundry era.” Instead of just supplying wafers to customers, which is the traditional foundry model, Gelsinger said Intel offers silicon, packaging, software and chiplets.

“IFS will usher in the era of the systems foundry,” he said, “marking a paradigm shift as the focus moves from system-on-a-chip to system in a package.”

https://www.intel.com/content/www/us/en/newsroom/news/intels-role-systems-foundry-explained.html#gs.35fzvw

21 March 2023

SANTA CLARA, Calif., March 21, 2023 – Intel Corporation today announced the appointment of Stuart Pann as senior vice president and general manager of Intel Foundry Services (IFS), Intel’s commercial foundry business. Pann will report to Intel CEO Pat Gelsinger and drive continued growth for IFS and its differentiated systems foundry offering, which goes beyond traditional wafer fabrication to include packaging, chiplet standards and software, as well as U.S.- and Europe-based capacity.

https://www.intel.com/content/www/us/en/newsroom/news/ifs-march-2023-news.html

29 March 2023

Four Takeaways from Intel’s Investor Webinar

Intel leaders focus on the company’s Data Center and Artificial Intelligence business unit with roadmap and progress updates.

https://www.intel.com/content/www/us/en/newsroom/news/four-takeaways-from-intel-investor-webinar.html#gs.35fmfg

31 May 2023

Intel Foundry Services Ushers in a New Era

New IFS leader shares his point of view on foundry progress, new collaborations and opportunities for success.

 

In April, Intel Foundry Services (IFS) and Arm announced a multigenerational agreement to enable chip designers to build low-power compute system-on-chip (SoCs) on Intel technology. We are excited to provide our customers with the opportunity to design their mobile SoCs on Intel’s leading-edge 18A process technology paired with the latest, most powerful Arm CPU core — the recently launched next-generation Cortex-X4 — for improved power and performance.

https://www.intel.com/content/www/us/en/newsroom/opinion/intel-foundry-services-ushers-new-era.html#gs.35fo59

21 June 2023

Intel Provides Update on Internal Foundry Model

New model represents fundamental change to operations aimed at unlocking significant value.

Intel leaders told analysts and investors during a webinar Wednesday that its transition to a new internal foundry model will be a key enabler to achieving its stated cost savings goal of more than $8-10 billion exiting 2025. In this new operating model, Intel’s internal product groups move to a foundry-style relationship with the company’s manufacturing group. As a result, company execs say they are projecting a broad class of increased efficiencies that will be reflected in greater profitability as Intel pursues its long-term ambition to achieve non-GAAP gross margins of 60%.

https://www.intel.com/content/www/us/en/newsroom/news/intel-update-internal-foundry-model.html#gs.35fpjj

Newroom Intel  https://www.intel.com/content/www/us/en/newsroom/home.html#gs.35b5ny

Keyvan Esfarjani

@KeyvanEsfarjani

Chief Global Operations Officer 

@Intel

 | Shaping the future of #sustainable semiconductor #manufacturing | Purpose and people driven leader

https://twitter.com/KeyvanEsfarjani

https://www.linkedin.com/in/keyvanesfarjani/

Management - Articles, Research Papers, Blog and Social Media Posts - Best of 2023

Best of 2023  #Management   #MBA  7000 views

Principles of Management – Koontz and O’Donnell

https://nraomtr.blogspot.com/2011/12/principles-o-principles-of-management.html

Organizational Behavior – Theoretical Frameworks

https://nraomtr.blogspot.com/2011/12/organizational-behavior-theoretical.html

Agility of a Business Organization and Its Performance - McKinsey & Other Top Management Consultants

https://nraomtr.blogspot.com/2016/10/agility-of-business-organization-and.html

Operations Strategy and Competitiveness - Review Notes

https://nraomtr.blogspot.com/2011/12/for-company-to-be-considered-world.html

Supply Chain Strategy: Achieving Strategic Fit and Scope - Review Notes

https://nraomtr.blogspot.com/2011/12/supply-chain-performance-achieving.html

Management - Definition: Koontz and O’Donnell – Narayana Rao 

https://nraomtr.blogspot.com/2018/01/management-definition-koontz-and.html

The Marketing Concept - Kotler

https://nraomtr.blogspot.com/2011/12/marketing-concept-kotler.html

Marketing Strategy - Marketing Process - Kotler's Description

https://nraomtr.blogspot.com/2011/12/marketing-strategy-marketing-process.html

Tailoring Strategy to Fit Specific Company - Industry Situation - Review Notes

https://nraomtr.blogspot.com/2013/05/tailoring-strategy-to-fit-specific.html

2024 Perspectives - Themes for Operations and Supply Chain Management & Managers.

In 2024— productivity, technology enablement, and sustainability are the key drivers of future success. 

https://nraomtr.blogspot.com/2023/11/2024-perspectives-themes-for-operations.html

Annual Thought Leadership Wrap-up 2023

Accenture in India

https://www.linkedin.com/pulse/annual-thought-leadership-wrap-up-2023-accentureindia-ydlhc/

5 top must reads from 2023

EY

https://www.linkedin.com/pulse/5-top-must-reads-from-2023-ernstandyoung-iozfe/

Supply Chain Management - Subject Update

Top 100 Management Theory Article

Online MBA Management Theory Handbook 

Globally Popular Content

Supply Chain Management - Online Book 

Supply Chain Management - Revision Notes of All Chapters Based on Chopra and Meindl's Book


2023

 2024 Perspectives - Themes for Operations and Supply Chain Management & Managers.

In 2024— productivity, technology enablement, and sustainability are the key drivers of future success. 

https://nraomtr.blogspot.com/2023/11/2024-perspectives-themes-for-operations.html

2021

Study Details Baseline Needs to Bring Factories into Compliance with Labor Standards.

December 20, 2021  |  Carly Brown

Researchers from North Carolina State University have conducted an in-depth study to establish all of the actions apparel factories will need to take in order to come into compliance with international labor standards. The study is a first step toward determining what such compliance would cost consumers, and building support for making the needed changes.

https://bsc.poole.ncsu.edu/news/study-details-baseline-needs-to-bring-factories-into-compliance-with-labor-standards/

Supply Chain Analytics - Introduction and Bibliography

2020

Connected Planning, DDMRP and IBP
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1 July 2020
http://scmproknowledge.in/video/connected-planning-ddmrp-and-integrated-business-planning-the-way-forward/
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The Future of Supply Chain - NITIE Alumni Association Webinar!
22 Apr 2020

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2019

Trends in Supply Chain Design and Management: Technologies and Methodologies

Hosang Jung, Fengshan Frank Chen, Bongju Jeong
Springer Science & Business Media, 17-Jul-2007 - Business & Economics - 451 pages

With the rapid development of information and network technologies and market requirements, new challenges in supply chain design and management have emerged. Notably, there are four new technologies which can affect traditional supply chain management: Radio Frequency Identification (RFID) technology; mobile transaction technology; information handling and storage technology; and multi-agent technology. These new technologies enable global companies to change their ways of thinking about supply chain management in order to cope with the changing environment. In line with this rapid development of technologies are new challenging methodologies: sustainable supply chain management, advanced supply chain planning, available-to-promise (ATP) system and lean supply chain design and management.

Trends in Supply Chain Design and Management: Technologies and Methodologies is a collection of chapters from active researchers and practitioners which describe new trends in supply chain design and management with emphasis on technologies and methodologies. Each chapter contains guidelines detailing the real-world application(s) of the presented technologies and methodologies.

By reading Trends in Supply Chain Design and Management: Technologies and Methodologies, researchers will gain an insight into the evolving trends in supply chain design and management and practitioners will learn about the practical applications of the technologies and methodologies discussed. This book could also be used as a reference handbook by lecturers and postgraduate students in advanced supply chain design and management.

Number of supply chain management faculty of IE departments contributed to this volume.
https://books.google.co.in/books?id=njrVuHORZxsC

London UK, 14th June - Siemens Digital Industries Software announced today the immediate availability of Siemens Opcenter™ software, a cohesive portfolio of software solutions for manufacturing operations management (MOM).

Siemens Opcenter integrates MOM capabilities including advanced planning and scheduling, manufacturing execution, quality management, manufacturing intelligence and performance, and formulation, specification and laboratory management. The new portfolio combines products including Camstar™ software, SIMATIC IT® suite, Preactor, R&D Suite and QMS Professional into a single portfolio that unifies these widely recognised products and leverages synergies between them. A fully web-based, modern, consistent, adaptive and comfortable user interface implemented throughout the Siemens Opcenter portfolio offers a situationally adapted user experience and facilitates the implementation of new capabilities and additional components while reducing training efforts.

http://www.connectingindustry.com/DesignSolutions/siemens-launches-siemens-opcenter-a-new-unified-portfolio-of-manufacturing-operations-management-solutions--.aspx

IBM Launches Supply Chain Anomaly Detection Tool
By PYMNTS Posted on May 15, 2019
https://www.pymnts.com/news/b2b-payments/2019/ibm-supply-chain-anomaly/

Top Companies for Supply Chain Excellence 2018
https://nraomtr.blogspot.com/2019/05/top-companies-for-supply-chain.html

Zero-Based Productivity Management of Supply Chain - McKinsey Way Supply Chain Industrial Engineering
https://nraomtr.blogspot.com/2019/04/zero-based-productivity-management-of.html


Supply Chain Industrial Engineering - Online Book (2013-2019)
http://nraoiekc.blogspot.com/2012/09/supply-chain-industrial-engineering.html

2018

Automation in supply chains
https://twitter.com/Soham_DSouza/status/1012588607431774208/photo/1


Where I see Procurement in 2025
June 26, 2018
Mark Perera
CEO of Old St Labs / Founder of Procurement Leaders
https://www.linkedin.com/pulse/where-i-see-procurement-2025-mark-perera/

A road map for digitizing source-to-pay
By Kalit Jain and Ed Woodcock
April 2017
https://www.mckinsey.com/business-functions/operations/our-insights/a-road-map-for-digitizing-source-to-pay

https://www.ibm.com/blogs/watson/2018/04/manage-procurement-contracts-with-less-effort-more-accuracy-with-watson-compliance-assist/


IBM Procurement's New Chapter: Innovation ebook
https://www-01.ibm.com/common/ssi/cgi-bin/ssialias?htmlfid=UVM12368USEN

https://www.ibm.com/blogs/watson-customer-engagement/2016/07/14/5-steps-to-harnessing-the-power-of-supplier-innovation/

https://www-01.ibm.com/events/wwe/empower/empower16.nsf/Session%201010_IBM_Cognitive%20Procurement%20-%20The%20Future%20is%20Here!_Emptoris%20and%20Watson%20OM%20team.pdf

https://www.ibm.com/blogs/insights-on-business/sap-consulting/cognitive-gives-procurement-respect-deserves/




August 2017

10 ways big data is revolutionising supply chain management
https://www.cloudcomputing-news.net/news/2015/sep/07/10-ways-big-data-is-revolutionizing-supply-chain-management/

March 2016

Procurement Trends in India - ISM - India - 2016 Survey
http://ism-india.org/blog/wp-content/uploads/2016/02/Procurement-Trends-2016.pdf


Smart Supply Chains - IBM Paper
https://www.ibm.com/smarterplanet/global/files/se__sv_se__none__smarter-sc_v2.pdf

Adoption ABC Costing
http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.627.9383&rep=rep1&type=pdf


Supply Chain Cost Cutting
http://www.percon.com/whitepapers/Supply_Chain_Cost-Cutting_Strategies.pdf  - 2007


M2M Model and Supply Chains
https://www.opto22.com/documents/1425_White_Paper_M2M_and_the_Supply_Chain.pdf

About Access Sup Chain Software
http://www.theaccessgroup.com/sectors/supply-chain/manufacturing/

May 2015

Supply Chain Engineering - Activity Based Cost Management
http://nraoiekc.blogspot.com/2015/05/supply-chain-engineering-activity-based.html

April 2015

Supply Chain Management - Coordination - Updated

March 2015

Selection of Supplier in a Two Stage Supply Chain - An Integer Linear Programming Approach
A. John Rajan, K. Ganesh, and K.N. Balan
https://www.academia.edu/8202258/SELECTION_OF_SUPPLIER_IN_A_TWO_STAGE_SUPPLY_CHAIN_-A_INTEGER_LINEAR_PROGRAMMING_APPROACH

Uploaded by A. John Rajan

Cost-effective supply chains: Optimizing product development through integrated design and sourcing
ftp://ftp.software.ibm.com/software/applications/plm/landingdtw/GW510_5097_00F_2.pdf

PWC Sup Chain survey results
http://www.pwc.com/gx/en/consulting-services/supply-chain/global-supply-chain-survey/


Efficient Transportation Logistics Can Reduce Other Supply Chain Costs
http://www.genco.com/Logistics-Articles/article.php?aid=800513154

January 2015

Top 25 Supply Chains of 2014

http://www.industryweek.com/top-25-supply-chains#slide-0-field_images-119891




25 Nestle

Innovative Methods in Logistics and Supply Chain Management

August 2014 book - Collected articles. Appx 500 pages
You can download the full book from
https://hicl.org/sites/hicl.org/files/books/2014/blecker-2014-innovative-methods-logistics-and-supply-chain-management.pdf

IRMS|360 Enterprise Supply Chain Management Software

irms|360 Enterprise is designed to optimize efficiency at every level of the distribution supply chain. End-to-end visibility of products, people and process helps your organization achieve an unprecedented level of accountability. Higher visibility leads to absolute efficiency, improving customer satisfaction and increasing profits.

With off-the-shelf integration to industry leading manufacturing (MRP), enterprise (ERP), customer relationship management (CRM) solutions, irms|360 Enterprise is a cloud-based solution that can be delivered over the web as Software-as-a-Service (SaaS) or can be delivered as an on-premise solution.

Best and All Time Best Supply Chain Management Books

- Clockspeed: Winning Industry Control in the Age of Temporary Advantage by Charles H. Fine

- Designing and Managing the Supply Chain by David Simchi-Levi, Philip Kaminsky and Edith Simchi-Levi

- Essentials of Supply Chain Management by Michael H. Hugos

- Logistics and Supply Chain Management by Martin Christopher

- Logistics Management and Strategy: Competing through the Supply Chain   by Alan Harrison and Remko Van Hoek

- Purchasing and Supply Chain Management by Robert Monczka, Robert Handfield, Larry Giunipero and James Patterson

- Purchasing and Supply Chain Management: Analysis, Strategy, Planning and Practice by Arjan J. Van Weele

- Strategic Supply Chain Management: The Five Core Disciplines for Top Performance by Shoshanah Cohen and Joseph Roussel

- Supply Chain Logistics Management by Donald Bowersox, David Closs and M. Bixby Cooper

- Supply Chain Management, Strategy, Planning and Operation by Sunil Chopra and Peter Meindl

- The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage  by Yossi Sheffi

http://www.supplychainopz.com/2013/03/supply-chain-management.html

Supply Chain Management  Subject Update - 2014

Updated on 10 July 2020,  23 April 2020,  22 September 2019, 10 June 2019, 17 May 2019,  1 May 2019,  28 June 2017,  22 August 2017,  8 March 2016, 8 Dec 2015

Product Management for Digital Products

 Product managers for the digital world

May 24, 2017 | Article

By 

Chandra Gnanasambandam, Martin Harrysson, Shivam Srivastava, and Yun Wu

ole of the product manager is expanding due to the growing importance of data in decision making, an increased customer and design focus, and the evolution of software-development methodologies.

Product managers coordinate many functions that touch a product—engineering, design, customer success, sales, marketing, operations, finance, legal, and more. They not only own the decisions about what gets built but also influence every aspect of how it gets built and launched.

The product manager of today is increasingly the mini-CEO of the product. They wear many hats, using a broad knowledge base to make trade-off decisions, and bring together cross-functional teams, ensuring alignment between diverse functions. Product management is emerging as the new training ground for future tech CEOs.

Today, there is a strong case for a well-rounded product manager who is more externally oriented and spends less time overseeing day-to-day engineering execution, while still commanding the respect of engineering.

Data dominates everything

Companies today have treasure troves of internal and external data and use these to make every product decision. It is natural for product managers—who are closest to the data—to take on a broader role. Product success can also be clearly measured across a broader set of metrics (engagement, retention, conversion, and so on) at a more granular level, and product managers can be given widespread influence to affect those metrics.

Products are built differently

Product managers now function on two speeds: they plan the daily or weekly feature releases, as well as the product road map for the next six to 24 months. Product managers spend much less time writing long requirements up front; instead, they must work closely with different teams to gather feedback and iterate frequently.

Products and their ecosystems are becoming more complex

Managers must now oversee multiple bundles, pricing tiers, dynamic pricing, up-sell paths, and pricing strategy. Life cycles are also becoming more complex, with expectations of new features, frequent improvements, and upgrades after purchase. At the same time, the value of the surrounding ecosystem is growing: modern products are increasingly just one element in an ecosystem of related services and businesses. This has led to a shift in responsibilities from business development and marketing to product managers. New responsibilities for product managers include overseeing the application programming interface (API) as a product, identifying and owning key partnerships, managing the developer ecosystem, and more.

Three archetypes of the mini-CEO product manager

There are three common profiles of the mini-CEO archetype: technologists, generalists, and business-oriented. But, each of them has to work across multiple areas (for instance, a technologist product manager will be expected to be on top of key business metrics). Most technology companies today have a mix of technologists and generalists in their product manager roles.

As these three archetypes emerge, the project manager is a fading archetype and seen mainly at legacy product companies. The day-to-day engineering execution role is now typically owned by an engineering manager, program manager, or scrum master. This enables greater leverage, with one product manager to eight to 12 engineers, versus the ratio of one product manager to four or five engineers that has been common in the past.

Common themes across the three archetypes

An intense focus on the customer is prominent among all product managers. 

There are, however, differences in how product managers connect with the users. While a technologist may spend time at industry conferences talking to other developers or reading Hacker News, the generalist will typically spend that time interviewing customers, talking to the sales team, or reviewing usage metrics.

The product manager of the future

Over the next three to five years, we see the product-management role continuing to evolve toward a deeper focus on data (without losing empathy for users) and a greater influence on nonproduct decisions.

Product managers of the future will be analytics gurus and less reliant on analysts for basic questions. They will be able to quickly spin up a Hadoop cluster on Amazon Web Services, pull usage data, analyze them, and draw insights. They will be adept at applying machine-learning concepts and tools that are specifically designed to augment the product manager’s decision making.

We anticipate that most modern product managers will spend at least 30 percent of their time on external activities like engaging with customers and the partner ecosystem. Such engagement will not be limited to consumer products—as the consumerization of IT continues, B2B product managers will directly connect with end users rather than extracting feedback through multiple layers of sales and intermediaries.

Similarly, the background of future product managers will evolve to match this new role. A foundation in computer science will remain essential and will be supplemented by experience and coursework in design. Product managers will know how to create mock-ups and leverage frameworks and APIs to quickly prototype a product or feature. Product managers will typically start their careers either as engineers or as part of a rotational program. After three to four years, they may get an executive or a full-time MBA with a specialization in product management, which is becoming an area of focus at several top-tier MBA programs, and which we expect will become more prevalent.

A key aspect of a future product manager’s profile will be frequent transitions between products. 

Getting started: Redefining your product-management function

We recommend that organizations begin with a thorough assessment of their current product-management capabilities in six areas: a grounding in customer experience, market orientation, business acumen, technical skills, soft skills, and the presence of organizational enablers. Companies typically focus on being best in class in one to three areas and meeting the bar across the board. 

https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/product-managers-for-the-digital-world#/

https://www.strategyand.pwc.com/gx/en/insights/2017/experience-matters.html

https://www.forbes.com/sites/forrester/2023/06/02/keys-to-successful-digital-product-management/

https://www.forrester.com/blogs/the-keys-to-effective-digital-product-management/

https://www.productleadership.com/guide-to-digital-product-management/

Digital Product Management, Technology and Practice: Interdisciplinary Perspectives: Interdisciplinary Perspectives

Strader, Troy J.

IGI Global, Sep 30, 2010 - Technology & Engineering - 316 pages

Products that can be stored, produced, and disseminated in a digital form can be referred to as digital products.ÿ Digital products involve some combination of text, images, audio, video, and computer programs. They have unique advantages such as very low marginal costs for production, storage, and distribution, but also involve the disadvantage of increased opportunities for product piracy.

Digital Product Management, Technology, and Practice: Interdisciplinary Perspectives covers a wide range of digital product management issues and offers some insight into real-world practice and research findings. Experts in several disciplines from around the world offer their views on the technical, operational, and strategic challenges that face digital product managers and researchers now and in the next several decades.

https://books.google.com/books/about/Digital_Product_Management_Technology_an.html?id=uY6qp2fV2GsC

Strategize: Product Strategy and Product Roadmap Practices for the Digital Age

Roman Pichler

Pichler Consulting, Sep 7, 2022 - Business & Economics - 204 pages

Create a winning game plan for your digital products with Strategize: Product Strategy and Product Roadmap Practices for the Digital Age, 2nd edition.

https://books.google.com/books/about/Strategize_Product_Strategy_and_Product.html?id=D72HEAAAQBAJ

https://theproductmanager.com/topics/digital-product-manager/

https://www.gartner.com/en/information-technology/glossary/product-management-digital-business

https://business.linkedin.com/talent-solutions/resources/how-to-hire-guides/digital-product-manager/job-description

Master of Science in Product Management

Launch your product management career in one focused year.

We ignite product management careers by equipping students with the design, tech, and business leadership skills that employers crave. 

What is an MS in Product Management?

Inside tech-driven companies, there’s a pressing need for product managers who have the skills to lead product development that drives growth — product managers who:

Empathize with customers

Lead cross-functional teams

Deliver business value

Our coursework and hands-on experience are designed to train students in this rare blend of skills.

The Carnegie Mellon MSPM program is one-of-a-kind. Offered through the top-ranked School of Computer Science and Tepper School of Business, our one-year, STEM-designated program combines the best of both schools, giving you an efficient, focused, and effective path to product management success.

Carnegie Mellon is the place for product management.

https://www.cmu.edu/tepper/programs/master-product-management/index.html

Lead Cross-Functional

Innovation. Help Deliver Powerful Products.

Complete The Product Management Boot Camp at Texas McCombs in 18 weeks

Hands-on Learning: Master the problem-solving tools used by the pros.

Global Network: Gain access to a network of 250+ employers looking to hire.

Career Support: Access free professional resources throughout your career.

Respected Credentials: Earn a certificate from a recognized university.

https://techbootcamps.utexas.edu/productmanagement/landing-b5a/

$ 9,995  24 month payment plan zero interest.

CMU

New Product Management Online Certificate

In today’s tech landscape, you need to be trilingual, fluent in the languages of design, business, and engineering. Our New Product Management certificate gives you that fluency and the necessary business savvy you need to manage existing and new products alike.

Tuition & Financial Aid

Tuition Rates: 2023-2024

Program

Tuition

iii Online Certificate (20 units)

$11,059

https://www.cmu.edu/iii/online-programs/certificates/new-product-management.html

Product Management - Product Industrial Engineering

Product managers for the digital world
By Chandra Gnanasambandam, Martin Harrysson, Shivam Srivastava, and Yun Wu
May 2017
http://www.mckinsey.com/industries/high-tech/our-insights/product-managers-for-the-digital-world


Product managers connect many functions related to  a product— market research, design, engineering,  marketing, sales, marketing, operations, finance, legal, and more. They are involved in the decisions about what gets built but also influence every aspect of how it gets built and launched.

Product managers have to utilize product industrial engineering to reduce cost of producing and distributing the products.

Product Industrial Engineering

https://nraoiekc.blogspot.com/2012/09/product-design-industrial-engineering.html

Utilize Product Industrial Engineering during Product Conceptualization and Design.

The major techniques that constitute  Product Industrial Engineering. 

1. Value Analysis and Engineering

2. Design for Manufacturing

3. Design for Assembly

4. Design for Additive Manufacturing

5. Design to Cost

6. Design to Value

7. Design to Target Cost

8. Engineering Product Design Optimization

9. Six Sigma for Design Improvement - Robust Design (Video)

10. Life Cycle Cost Analysis based redesign

11. Design analysis done during Process Industrial Engineering

12. Lean Product Design Concept

MODERN INDUSTRIAL ENGINEERING. PRODUCT INDUSTRIAL ENGINEERING - FACILITIES INDUSTRIAL ENGINEERING   - PROCESS INDUSTRIAL ENGINEERING. 

EBook. Free Download your Copy.

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

Optimizing Product Development: How Industrial Engineers can bring efficiency to Software Product Management

Adnan Khan

Senior Product Manager @ Equinix | MBA, Operations Management

January 19, 2023

https://www.linkedin.com/pulse/optimizing-product-development-how-industrial-engineers-adnan-khan/

DESIGN-TO-VALUE: A 5 STEP APPROACH TO BUILD BETTER PRODUCTS

Michael D'heur

Sustainable Business Creator: Resilience, Intelligence, Sustainability, Execution Readiness

February 26, 2020

https://www.linkedin.com/pulse/design-to-value-5-step-approach-build-better-products-michael-d-heur/

What is Design to Value vs. Design to Cost?

Matthew Hinshaw

 | January 3, 2023

https://www.apriori.com/blog/what-is-design-to-value-vs-design-to-cost/

Strategic Product Value Management

Strategic product value management: How companies can improve innovation, reduce costs and mitigate risk

https://www.strategyand.pwc.com/gx/en/insights/2015/strategic-product-value-management.html

ENGINEERING MANAGEMENT

Design-to-Cost vs. Target Costing: A Look at Product Cost Management

AUGUST 2, 2019

|

BY CLAIRE JUOZITIS

Whether you’re a professional, manager, instructor, or student, we have the info you need to stay competitive in the world of engineering design. Sign up for the SolidProfessor monthly newsletter for updates on everything from SOLIDWORKS tips to training effectiveness, certification prep, flipping the classroom, and more.

https://www.solidprofessor.com/blog/design-to-cost-vs-target-costing-a-look-at-product-cost-management/

PRODUCT MANAGEMENT 101 PLAYBOOK

NASSCOM

PDF

Customer centric product managers- This is a broad division based on the customer segment of the industry one is operating in.

https://nasscom.in/product-connect/skills/img/PM101.pdf