Index
Accountability
Accountable
Accuracy baselines
Action message reports
Action plan
Activity Based Costing (ABC)
Advanced External Supply Chain Milestone
Advanced Internal Supply Milestone
Advanced level
Advanced Planner, Optimizer, and Scheduler (APOS)
Advanced supply chain
Advanced Supply Chain Milestone
Advanced Supply Planning Course
Aggregate supply data, using
Agile technique
Alignment:
in a Class A journey
Alliance logistics (L)
Annual Budget/Operating Plan
Assemble-to-order (ATO) supply option
Assessment report
Assessments:
final
types of
Assessment Teams
Assumptions, role in effective forecasting
Assumptions-based consensus
Automation
Available-to-Promise (ATP) functionality
balanced score card
Behaviors:
changes in
needing modification
Benchmark companies
Benchmarking
Best-in-class companies, benchmarking
Best practices
alignment with
credibility of
Bills of Material (BOM):
accuracy of
structures
Blame. See also Culture of blame
assigning
avoiding
Blitz-project approach
Bonuses
Bottom-line benefits
Bottom line business results
Budgeting, annual
Business. See also Integrated Business Management
pace of change in
recovery of
Business alignment, transition to
Business contacts
Business development sequence
Business Excellence. See also Proven Path method
commitment to
Business excellence journey
benefits and success rate of
costs and value of
time frame for
Business Excellence Overview courses
Business excellence principles
Business Excellence seminar
Business Excellence team
Business goals
Business Improvement, driving
Business improvement initiatives, successful
Business integration, committed
Business maturity:
assessing
phases of
Business objectives, milestones addressing
Business performance, improving
Business Plan(s),
annual
defined
Business planning process
Business policies, formal
Business process assessment
Business process design teams
Business process education
Business processes:
defined
health of
improving
integrated
redesigning
Business sector position, determining
Business state, honesty concerning
Business trends, reversing
Business vision
Calibration benchmarks, maturity maps as
Capable Distribution and Logistics Milestone
Capable External Sourcing Milestone
Capable External Sourcing team
Capable Integrated Business Management
Capable Integrated Business Management award
Capable Integrated Business Management Milestone
Capable Management of Demand Milestone
Capable Management of Demand team
Capable Planning and Control
teams supporting
Capable Planning and Control award
Capable Planning and Control Milestone
business benefits of
Capable Planning and Control Milestone structure, finalizing
Capable Planning and Control Milestone Team, focus of
Capable Planning and Control Milestone Template
Capable Planning and Control process design teams
Capable Planning and Control Template:
Data Integrity Team feedback on
Demand Management Team feedback on
Finance Team feedback on
Inventory Accuracy Team feedback on
Master Supply Planning, Capacity Planning, and Material Requirements Planning Team feedback on
Performance Measures Team feedback on
Production Operations Team feedback on
Product Management Team feedback on
Supplier Scheduling and Purchasing Team feedback on
Supply Management Team feedback on
Capable Product Management
Capable Product Management Milestone
Capable Supply Chain Milestone
Capacity, analyzing
Capacity increase project
Capacity Planners
Capacity planning
Capital equipment, funding
Cascade Education
‘Catch ball’ marketing cycle
Center of Expertise
Certifications (planner)
Challenges, facing
Change(s), implementing
champions of
consequences of
discomfort associated with
Checklist definitions/descriptions
Choosing
Class A Business Excellence
achieving and sustaining
benefits of achieving
history of
Class A Business Excellence Award
Class A Business Excellence journey, completing
‘Class A’ business processes
Class A Certification in Business Excellence
Class A Checklist for Business Excellence .
as a benchmarking tool
Driving Business Improvement
Integrated Business Management
Managing and Leading People
Managing Demand
Managing External Sourcing
Managing Internal Supply
Managing Products and Services
Managing the Strategic Planning Process
Managing the Supply Chain
Milestone Paths
structure of
Class A concepts/principles
Class A Milestones
Class A standards
Class A status, failure to reach
Class A work:
beginning
replicating in other divisions
Coaches, Effective Management
Coaching
Coaching style, focused
Collaborative Supply Planning
Colleagues, helping
Commitment:
confidence about lack of
Common sense, applied
Communication package
Communications, open
Community relations
Company culture, changing
Company Strategy, defined
Company Values, defined
Competition:
out-innovating
understanding
Competitive Advantage Initiative
Competitive bidding
Competitive position
Competitive priorities
Competitor analysis
Competitors:
core processes and competencies of
strong
Complacency, avoiding
Computer-based training (CBT) modules
Conference Room Pilot
Confidence, in people
Conflicting activities
Conflicts, internal
Conscious incompetence
‘Consensus forecast meeting’
Consultants
Consulting companies, comparing
Consumer-responsive products
Continuous improvement
Continuous improvement analytical tools
Continuous improvement culture
Continuous improvement programs
Contractual agreements
Control, improved
Coordinator/facilitator roles
Core business processes
Core competencies, outsourcing
Corporate culture, changes in
Corporate Performance Management system
Cosmetics Products
Cost/benefit analysis
Costs, manufacturing
Crises, avoiding
Critical Success Factors, defined
Cross-functional interdependencies
CST database
CST-Test database
CST-Train dataset
Culture, developing
Culture change
Culture of blame. See also Blame
Customer-centric company
Customer complaints
Customer demand, anticipating
Customer-focused purpose-vision
Customer-focused solutions
Customer intimacy
Customer order failures, reviewing
Customer orders
Customers:
preferred
surveying
Customer Satisfaction Index (CSI)
Customer Satisfaction Survey
Customer service
barriers to
creativity and
Customer Service Initiative
leadership abilities and
Customer service performance
Customer service trade-off
Data integrity
Data Integrity Team
feedback from
specialty education for
Data Management course
Data team. See also Data Integrity Team
Decision making
art of
day-to-day
trade-offs in
Decisions:
data-based
quality of
Delivery performance, improving
Demand, managing
Demand Control chart
Demand Control Manager
Demand Control process
Demand Management
Demand Management Review
Demand Management Team
feedback from
specialty education for
Demand Manager
Demand plan
Demand Planner
Demand Planning, Keys of
Demand Planning chart
Demand Planning Manager
Demand-Pull model
Demand Review
Demand Team
Deming, W. Edwards
Deployment structure
Design Leaders
Design review
Design Teams
education for
specialty education for
Design Team workshops
Detailed assessments
Detailed planning
Development Protocol
Diagnostic assessment
Disconnected Management Processes
Discussions, unproductive
Distribution Resource Planning (DRP)
Dysfunctional companies
Dysfunctional organization
Earnings objectives
Eco-friendly formulations
Eco-friendly product lines
Education
importance of
of planners
Education and process design phase
Education/consulting company, global
Education programs
Education sessions
Effective Management (EM)
case studies
four-day assessment by
input from
purpose-vision of
recommending
Effective Management, Inc. Business Excellence Seminar
Effective Management coaches
Effective Management courses
Effective Management Diagnostic Assessment
Effective Management group
Effective Management Supply Chain Seminar
eList web-based milestone tracking system
Employees, valuing
Empowerment, points of
“Enablers”, planning spine
Enterprise Resource Planning (ERP) business system . See also ERP entries
exploiting the capabilities of
foundation elements for
modifying
MRP module in
Enterprise Sales and Operations Planning Tool (ESOPT) software
Environment management
ERP implementation
Execution, working definition of
Executive Committee, functions of
Executive management, information for
Executives, education for
Executive Steering Committee meeting
Executive Team
Expansion teams
Expectations, updating
Expected spending plan
Extended Supply Chain
External Sourcing, managing
‘Facilitated detail assessments’
Facilitated Diagnostic
day one
day two
Facilities, touring
Failure:
eliminating
as essential to growth
‘Failure free’ processes
‘Family aggregate’ concept
unit of measure
Finance Team:
feedback from
specialty education for
Financial forecasts
creating
Finish-to-Order (FTO) approach
Finish-to-Order supply model
Finite scheduler
‘Fit-for-job’ requirements
Fit-for-purpose employees
Flexibility
Focus, multifunctional
Forecast assumptions
Forecast error, greatest source of
Forecasting. See also Forecasts; Sales forecasting
difficulty of
by week
Forecasting algorithm, modifying
Forecasting methods
Forecast modeling
Forecasts, accuracy of
Foundation Business Improvement Capability Milestone
Foundation Enabling for Sustainable Improvement
Foundation Enabling Milestone
Foundation Sales and Operations Planning
‘Friday Penance’
“Functional myopia,”
Functional outcomes, optimizing
Future:
creating a vision of
managing
Future improvements, planning for
Global companies
Guiding Principles, defined
Housekeeping and safety audits
Human Resources (HR), gaps in
Idea pipeline
Implementation is
Implementation team
Implement phase, the
Improvement initiatives
Improvement methodology
Improvement milestone sequence
Initiative mission statement
‘Initiativitis’
Innovations
breakthrough
Input-Gantt charts
Integrated Business Management
input for
Maturity Journey of
testing
Integrated Business Management culture
Integrated Business Management Milestone leader
Integrated Business Management Milestone Team
Integrated Business Management planning horizon
Integrated Business Management Process Leader
Integrated Business Management product families
Integrated Business Management Team
Integrated Business Management Team workshops
Integrated Business Model
Integrated Business Model Cascade
Integrated Supply Chain Management
Integration Leader
Interdependencies, cross-functional
Internal Supply, managing
Internal Supply charts
Internal supply processes, upgrading
Inventory accuracy
Inventory Accuracy Team
feedback from
Inventory Accuracy Workshop
Inventory Record Accuracy Team, specialty education for
Inventory, reducing
ISOguidelines
Issues, facing proactively
Journey vision
Key business processes, maturity maps for
Key competitors
Key performance indicators (KPIs)
defined
Kick-off event
Kick-off meeting
Knowledge Management
Knowledge Management chart
Knowledge Management Systems
Layoffs
Leaders:
alignment among
challenge for
Leadership commitment
Leadership elements
Leadership Engagement phase
Leadership Initiative
Leadership stage
Leadership Team
assessment of
commitment of
dysfunction on
Lean Supply Chain
Lean thinking
Learn-by-doing approach
Learning, importance of
from outside the industry
Learning organization
‘Lessons learned’ archive
Linearity
Make-to-Order (MTO) supply option
Make-to-Stock (MTS) supply option
Management:
of demand
of external sourcing
of Internal Supply
points of empowerment of
of people
of products and services
responsibility, for ‘system’
of the Strategic Planning Process
of the Supply Chain
Management Business Review (MBR)
Management Business Review Agenda
Managing Demand course
Managing the Extended Supply Chain course
Manufacturing costs
Manufacturing lead times
Marketplace, understanding
Markets, leadership in
Market situation, analyzing
Master data reviewing
Master Production Scheduler role
Master Supply Plan
Master Supply Planner role
Master supply planning
Master Supply Planning and Scheduling, Capacity Planning, and Materials Planning Team, specialty education for
Master Supply Planning, Capacity Planning, and Material Requirements Planning (MRP) Team
feedback from
Master Supply Planning Strategy
Master supply scheduler(s)
Master supply scheduling
Material flow
Material Planner(s)
Material Requirements Planning (MRP)
Material Requirements Planning software
Maturity Journey
Maturity maps
Maturity Transition charts
Measures, integrated
Mergers
Middle managers
“Milestone Adherence” measure
Milestone award
Milestone initiative mission statement
Milestone Leader
Milestone Paths
Milestones
attainment of
formal project plans for
making a difference with
support for
Milestone subteams
Milestone teams
Milestone template assessments
Milestone templates
Mission Statement, defined
Mistakes, learning from
Morale,
decline in
team
“My company’s different” thinking
New ideas, looking for
New processes, documenting
New product launches,
New Product Master Plan
New product protocol
Objectives. See also Strategic Business Objectives
revenue and earnings
‘Off line’ problems
Oliver Wight, (“Ollie”)
Open communications
Operating plan
Operations Scheduling and Control course
Orders:
forecasting based on
Organization(s):
alignment in
dysfunctional
summary and analysis of
Organizational behaviors
Output-Gantt charts
Outsourcing of core competencies
Overall Equipment Effectiveness (OEE)
Oversell forecasting
Packaging Engineering department
Packaging line change
‘Parody vision’
Peer network
People:
educating
investment in
managing and leading
as the only competitive advantage
People, Processes, and Tools diagram
managing the elements of
“sweet spot” in
People best practices
People issues
starting change with
People, managing and leading
People Maturity Journey
People resources
Performance:
excellence in
improving
individual
predictable
Performance expectations
Performance failures
Performance levels:
in the Class A Checklist
required
Performance measures
Performance Measures Overview course
Performance Measures Team
feedback from
specialty education for
Performance objectives
Performance patterns, changing
Personal development objectives
Phasecompanies
Phasemilestones
Phaseactivity
Phasecompanies
Phasemilestones
Plan, Do, Check, Act (PDCA)
Planners:
educating
Planning:
aggregate and detailed defined
Planning, working definition of
Planning and Control Milestone team, meeting with
Planning and Control Template
Planning Manual
Planning process
Planning roles
Planning Spine concept
Planning Spine model
Point of Commitment improvements and
Preferred suppliers
Preparation “Wheels,”
Pressure:
on employees
Price reductions
Priorities:
business
competitive
Priority chapters
Probability forecasting
Problems:
choices related to
‘off-line’
preventing
prioritizing
Procedures, improving
Process Design Team Leaders
Processes, relationship to planning tools
Process improvements
Process teams, cross-functional
Process variability, eliminating
Product changeover time
Product chart
Product Data Management (PDM) module
Product Demand Supply integration
Product development and launch process
Product development processes
Product Families
Product introductions managing
Production, influence of incentives on
Production Operations Team:
feedback from
specialty education for
Production schedules, stable
Product life-cycle management
Product Management
Product Management Milestone team,
Product Management Review
Product Management Team:
feedback from
specialty education for
Product portfolio
Product Portfolio and Life-Cycle Management course
Products:
managing
Products Baseline
Program Management
‘Program of the month’ syndrome
Program pricing template
Progress reviews
Promotions management
Proven Path Club Business Excellence Seminar
Proven Path Leadership work
Proven Path method
development phase of
following
Leadership phase of
steps in
Purchase decisions
Purchase Requisitions, processing
Purchasing plans
Purpose-vision
‘Rambling vision’
‘Ready, fire, aim’ decision making
Realize stage
Recovery game plan
Redesign phase
Relationships, long-term
Results, predictable
Return on investment (ROI),
of the business excellence journey
Revenue objectives
Robotics
Safety management
Sales and Marketing
support of
Sales and Operations Planning (S&OP)
Sales & Operations Planning (S&OP), plans and objectives in
Sales forecasting,.See also Forecasting
difficulty of
Sales plans
Sales volume, performance improvements on
Sarbanes-Oxley audits
Schedules:
shop-floor
stable
Scheduling, working definition of
‘Self-reward vision’
Seminars, Effective Management
Service Management
Shewart Cycle
‘Silence is approval’ principle
‘Single Minute Exchange of Dies’ (SMED) techniques
Six Sigma techniques
Skepticism
SKUs See Stock-keeping units (SKUs)
SkunkWorks®
Socratic method
Software implementation project
Solutions, ‘Specials’
Spin-off task team
Spreadsheets
Stage and Gate process
Stakeholders, debt to
Standardization
Steering Committee
Steering Team
Stock-keeping units (SKUs)
forecasts
inventory of
restructuring
Strategic Business Objectives (SBOs)
defined
Strategic direction
Strategic intent
Strategic Planning Milestone
Strategic planning/plans managing
Strategic Sourcing Committee
Strategy, company
Strategy and People Milestone
Strategy questions
Strengths:
developing
honesty about
Succession pilot program
Succession planning
Supplier-Managed Inventory (SMI)
Supplier Management course
Supplier Planners
Supplier Schedule
Supplier Scheduling and Purchasing Team:
feedback from
specialty education for
Supply, Demand, and Logistics team
Supply Chain(s):
extended
improvements in
organizing
questions related to
Supply Chain and Distribution Transitions
Supply Chain Leadership Initiative
Supply Chain Management
Supply Chain Milestone
Supply chain model
Supply chain network
Supply chain segmentation
Supply management
Supply Management Review
Supply Management Team:
feedback from
specialty education for
Supply organization assets, using
Supply Plan
Supply planning
Supply Planning in Practice course
Supply Planning Manager
Supply Point Model
Supply resources, managing
Supply Review
Sustainability
planning for
Sustainable Improvement
Sustaining Inventory Accuracy course
Synergistic milestones
System analysts
Task teams
Teams, making substitutions on
Team structures, finalizing
Technology investments
Technology strategy
Third-party logistics (L)
‘Three balls’ model
° Reviews
Tools, configuring
Tools element, investment in
Total Cost of Ownership (TCO)
Total-cost-of-ownership model
Total Employee Involvement measure
Total Productive Maintenance (TPM)
Training programs
Transition Chart(s)
comparing
Transitioncompanies, characteristics of
Transitions
Transition time, minimizing Trends, reversing
Trust, improving
Ultraresponsive Service Initiative
Unconstrained demand
Unintended consequences, avoiding
Universal manufacturing questions
Upper Quartile
Value Disciplines
Value Opportunity
Value Proposition
restating
Values, company
Variability:
eliminating
reducing
Variables, controlling
Velocity ratio
Venn diagram
Vision:
exciting and energizing
purpose-driven
redefining
Vision Statement(s)
defined
types of
Vision Cascade
Volume increases
Weaknesses, honesty about
Weekly forecasting
‘Why, what, and how’ integration
Work instructions, detailed
Workshops:
according to Effective Management
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