Industrial Engineering & Management

Managers rooted in more than one culture have many skills that allow them to fill five crucial roles
Other managers can learn to play the first two roles through training and management development programs
The final three roles are based on skills acquired through early life experiences and are therefore more difficult for others to learn

Environmentally sustainable green supply chain management
It is necessary to integrate the organizational environmental management practices into the entire supply chain to achieve a sustainable supply chain and maintain competitive advantage
Green supply practices include:

Greening the supply process - representing adaptations to supplier management activities, including collaboration with suppliers to eliminate packaging and implementing recycling initiatives
Product-based green supply - managing the by-products of supplied inputs such as packing
Advanced green supply - proactive approaches such as the use of environmental criteria in risk-sharing, evaluation of buyer performance and joint clean technology programs with suppliers

Resilience refers to the ability of the supply chain to cope with unexpected disturbances
Resilient supply chains may not be the most low-cost but they are more capable of coping with the uncertain business environment
The aim of the resilience strategies has two manifolds:

Recover the desired values of the states of a system that has been disturbed, within an acceptable time period and at an acceptable cost
Reduce the effectiveness of the disturbance by changing the level of the effectiveness of a potential threat

Lean principles are followed to the decoupling point and after that agile principles are followed
If the supplier has a short lead time, lean production is possible. If the customer order cycle time is short, agile production is beneficial

Agile manufacturing is a term applied to an organization that has created the processes, tools, and training to enable it to respond quickly to customer needs and market changes while still controlling costs and quality
In lean supply chains the focus is on waste, but agile supply chains the focus is on the ability of comprehension and rapid responding to market changes
An important difference is that lean is associated with level scheduling, whereas agile supply means reserving capacity to cope with volatile demand

Forms the basis for TPS (Toyota Production System)
Two main pillars: Autonomation and JIT (Just In Time)
Lean management is based on cost reduction and flexibility, focused on process improvements, through the reduction or elimination of all the non-value adding operations)
At operation level lean paradigm is implemented by using a number of techniques such as Kanban, 5S, Visual Control, Takt Time, Poke Yoke, Value Stream Mapping, TPM, Rank Order Clustering and SMED, also The Toyota Way
The Lean approach has been considered to work better when there is high volume, low variety, and predictable demand with supply certainty, so that functional products can be created
To measure: OEE (Overall Equipment Effectiveness)