Quality and Power in the Supply Chain reconciles two divergent worlds for the beleaguered quality manager. The first is that of quality and managerial fads, promoted by quality professionals and the quality 'industry' - with its seminars, certification programs and the pressures of an ever increasing number of international standards, state and national legislation and powerful corporations. The second is a virtual antithesis to this world of mission statements, quality policies, procedures and statistical techniques, and is embodied in the international phenomenon that is the Dilbert (TM) cartoon strip. Across America and Europe millions of ordinary employees revel in the truths that are exposed concerning corporate absurdities and a blind reliance upon acronym-laden quick-fixes. Here you will find the gap bridged between the vast literature of quality fads (including the recent tranche of international standards) and that more humorous portrayal of these worlds. The origins of today's quality ideology and industry is traced, followed by a description of how the quality profession popularizes, promotes and ultimately benefits from the fads that come and go. Finally it is shown that despite the propaganda of the profession, there is a separate reality to "quality" and that management principles in this field can only ever be a small limiting factor in corporate success. - Addresses a vital aspect of Supply-chain Management, one of todays hottest management topics - From a widely and internationally published quality author and professional - The "Emperors Clothes" for the Quality profession

The book presents about 100 current examples of how energy and materials can be saved in manufacturing companies. They serve to show which measures can be used in modern companies to exploit the potential for resource efficiency. The book is aimed at practitioners in companies and consulting firms, but is also suitable for the university sector as a practical introduction to the topic of resource efficiency. The materials used account for almost 43 percent of the costs of an average industrial company in Germany. Personnel costs, on the other hand, are only 22 percent, while energy costs are as low as 2 percent. If a company wants to save costs, above all it must consider the use of materials and produce in a resource-efficient manner. This simultaneously relieves the environment and reduces dependence on scarce raw materials. The implementation of resource efficiency is not easy. There are indeed numerous starting points in production, often in process innovations or in product development. However, only a few companies publish their measures and savings potentials. In practice, this means that there are often no learning examples in practice, but some of them are explicitly listed in this work. As you can see, resource efficiency in production and products can also be seen as a success factor for many companies. In the project 100 Pioneers in Efficient Resource Management, committed companies from Baden-Wuerttemberg are showing their solutions. The project was carried out by a competent team from the Pforzheim University and the State Agency for Environmental Technology. Leading trade associations in Baden-Württemberg have supported it.

Through careful analysis of contemporary records in the engineering profession, the author shows how management invented itself and carved its own domain in the face of hostility and resistance from both manufacturers and workers. The book demonstrates how the new language and rhetoric of management emerged, and how it confronted and replaced the language of traditional capitalism: "system" instead of "individuals"; "jobs" instead of "natural rights"; "planning" instead of "free initiatives".