Group items tagged waste - ISM Silicon Valley

shared by ISM Silicon Valley on 26 Feb 11 -

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By definition, Lean manufacturing is intended to reduce the waste of time and resources that do not directly add value to the business. In manufacturing, this philosophy is most evident on the production line, which is continually analyzed and altered in order to maximize employee talents, reduce time spent on menial tasks, eliminate the waste of raw materials and mitigate duplicative efforts.
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Accounts payable (AP) automation technology achieves three keys benefits that complement the lean manufacturing process: It eliminates waste, optimizes AP workflow to ensure that tasks and responsibilities are clearly defined and executed among the team, and  affords organizations intelligent automation opportunities through integration with the organization’s enterprise resource planning (ERP) solution.
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shared by ISM Silicon Valley on 06 Nov 10 -

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In part one of this article, (here) I laid out the business case for carbon foot-printing your supply network. Part two identifies practical steps of where to begin, followed by suggestions to ensure lasting success.
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Start by recognizing and measuring the environmental areas (such as GHG / carbon emissions, energy use, waste and water consumption, and use of other natural resources) to get a baseline. This can be done internally or by working with a third party partner or specialized sustainability consulting firm on an environmental and/or carbon footprint assessment. I have seen many organizations set up internal "Green Teams" or eco-working groups to begin looking at measuring their company's carbon footprint. The most important part of this process is engaging both your employees as well as your suppliers. Carbon management is a team effort. It takes collaboration, transparent communication, and a willingness to see the greater benefits for everyone involved.
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shared by ISM Silicon Valley on 15 Dec 10 -

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One of the top challenges supply chain executives list in any survey is lack of visibility.  Whether it is the status of orders, location of shipments or quantity of inventory, managers struggle to have the latest information about goods in the supply chain.  The lack of visibility contributes to a significant amount of inefficiency and waste.  Assuming the worst, most organizations stock buffer inventories to overcompensate for any potential supply shortages they may be unaware of.  The result is that more inventory than necessary is in the supply chain tying up working capital and inflating corporate balance sheets.
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shared by ISM Silicon Valley on 21 Jan 10 -

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shared by ISM Silicon Valley on 17 Dec 10 -

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Develop a Code of Conduct that includes Green. Be clear with what you are looking for in a supplier. Many industry trade groups have codes of conduct that spell out expected behaviors in terms of labor, products, GHG emissions and handling of waste. Point to those, or develop your own, but make it clear that it is more than a pamphlet; it is the way you do business and you expect your suppliers to do business.
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Reward good behavior. Keeping tabs on your suppliers, either by encouraging them to respond to the Carbon Disclosure Project (CDP) or through other audit mechanisms. That way you can see which suppliers have made a commitment to operating more sustainably. Reward that good behavior with a larger share of your business.
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