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									                                                      Lead Times                                  FEBRUARY 2009

                                                                     Atlanta Chapter
                                                                                         Serving Professionals Since 1964




         February Professional Development Meeting
                                         February 17, 2009
                                       Mandyam Srinivasan
                        “Positioning Lean as a Growth Strategy”
                                      (For event details, see page 3.)
                       The Hilton Garden Inn, Atlanta Perimeter Center
                                      Doors open at 5:15pm
                           Problem Solving Roundtable 5:45pm to 6:15pm
                                          Dinner 6:15pm
                                       Presentation 7:00pm
                  Cost is $25.00 Members / $30.00 Non-Members / $12.50 Students
              Make your reservations online at our website at www.apicsatlanta.org.
             Reservations need to be made by midnight on Thursday, February 12th;
                      reservations after February 12th will be $5.00 higher.
     Menu: Tenderloin Steak Tips with Button Mushrooms Demi Glaze over Buttered Noodles, and Plain
   Cheesecake with Chocolate Shavings. Served with Ice Water and Tea. A Cash Bar will also be available.

        Contents
        FEBRUARY
        Page 2   Message from the President - Russ Thorne
        Page 3   Professional Development Meeting Info
        Page 4   Problem Solving Roundtable Info
        Page 5   Plant Tour - TOTO USA in Morrow
        Page 6   Article, “A Solution for Improved Visibility into Production Planning” - Ron Burnette
        Page 7-8 Article, “Freeing Working Capital Will Spare Firms in 2009” - J. Metersky / O. Bakkalbasi
        EDUCATION
        Page 9   CPIM Workshops - Winter / Spring 2009
        Page 10  CSCP Workshop - Spring 2009
        CAREER CENTER
        Page 11  Open Positions (Jobs)
        Page 12  Article, “Building a Quality Organization” - Jon Harvill
        Page 13  Ask the Employment Experts
        ATLANTA CHAPTER & INFORMATION
        Page 14  Article, “Certification Maintenance Application” - Chris Chapman / 2009 PDM Schedule
        Page 15  Board of Directors Listing / New Members!
        Page 16  APICS Membership Dues Structure
        Page 17  APICS Publications and Member Benefits
Page                                                                                     Lead Times | Feb-09
                             We are no longer printing paper copies of our newsletter. Please
                              sign up to receive e-mail distribution at www.apicsatlanta.org.
                   February Message from the President
                                                                     By Russ Thorne
Over 60 people attended January’s joint professional develop-
ment meeting between the Atlanta APICS and WERC groups,
and were encouraged by the message brought to us by Mr.
Bob Pertierra, Vice President of Logistics Industry Develop-
ment for the Metro Atlanta Chamber of Commerce.

In looking at the “Future of Supply Chain in Atlanta” several
key facts were highlighted. Some of these include:
      ▪ #1 in the world in air passenger traffic,
      ▪ 5th largest Fortune 500 concentration in the U.S.,
      ▪ Over 80% of U.S. consumers can be reached from
        Atlanta within two flight hours, or two truckload
        delivery days,
      ▪ Access to multiple ocean ports; the port of Savannah
        being the 4th largest container port in the world,
      ▪ Intellectual leadership provided by UGA, Georgia Tech, and Georgia Southern,
      ▪ Professional supply chain talent including APICS, WERC, CSCMP & ISM.

That’s great for Atlanta, but how about us? How can we ensure the future of our compa-
nies? We are all being challenged to cut costs, and our Lean training equips us well for
this, but sometimes companies can go a little overboard and cut costs to the detriment of
their future. This month, Mr. Mandyham M. Srinivasan (“Srini”), from the University of
Tennessee, will take us on the journey from cost cutting to growth. By shifting the para-
digm he will prepare us to use our Lean techniques not only to remove waste within the
organization, but as tools for growth so that when the growth opportunities present them-
selves we will be ready and able to seize them.

Another way to prepare is to come early to participate in the Problem Solving / Network-
ing Roundtable from 5:30 - 6:15. This is a great way to meet your peers, get help with
challenging assignments, and gain new tools.

Speaking of new tools, take advantage of the APICS Atlanta group on LinkedIn, where
you can take the Problem Solving / Networking Roundtable with you by posting ques-
tions and networking with fellow group members online.

I hope to see you at the meeting, and look forward to shaking your hand.

Sincerely,
Russ Thorne CPIM, CSCP
President

Page 2                                                       Lead Times | Feb-09
                 February Professional Development Meeting
Topic: “Positioning Lean a Growth Strategy”
Presenter: Mandyam Srinivasan
Date: Tuesday, February 17, 2009
Location: Hilton Garden Inn Atlanta Perimeter Center, 1501 Lake Hearn Drive, Atlanta,
GA 30319
Time: Doors Open - 5:15pm, Dinner - 6:15pm, Presentation - 7:00pm
Registration is available online at http://www.apicsatlanta.org/events/100_538000.aspx.
Cost: Advance Pre-registration is $25 for APICS members / $30 for Non-Members /
$12.50 for Full-Time Students.
Late Registration (after midnight on February 12th), or Walk-up/Day-of-Event Cost, is an
additional $5.



Presentation: “Positioning Lean as a Growth Strategy”

Why should an organization undertake a lean journey? The immediate response to this
question is that lean removes muda, the waste in the organization; and removing waste
will uncover additional capacity (labor and machine capacity). Unfortunately, traditional
organizations use lean as an excuse to reduce costs by eliminating the additional capacity
uncovered and thereby miss a valuable opportunity to, instead, grow their business prof-
itably. This talk will discuss how lean allows organizations to gain market share by deliv-
ering better customer value, by responding more quickly and predictably to customer
needs.

Presenter Bio: Mandyam Srinivasan
                         Mandyam Srinivasan ("Srini") is The Ball Corporation Distinguished Professor of
                         Business at The University of Tennessee. He teaches in the Executive MBA Program,
                         the Aerospace MBA program, the Professional MBA Program, and in a number of ex-
                         ecutive programs run by the Center for Executive Education. Srini has worked for two
                         leading automobile manufacturing organizations, successfully installing and managing
                         the materials planning and control systems in both organizations.

                          He has authored or co-authored two books, Streamlined: 14 Principles for Building
                          and Managing the Lean Supply Chain and Supply Chain Management for Competitive
                          Advantage: Concepts and Cases. His research interests focus on creating flow in high
                          variety, low volume, production systems. His work appears in many journals including
                          Operations Research, Management Science, IIE Transactions, IEEE Transactions on
                          Communications and Queueing Systems. In 2006, he received the Franz Edelman
                          Award for Achievement in Operations Research, awarded by the Institute for Opera-
tions Research and the Management Sciences. His research and teaching efforts have been supported by grants
from Northern Telecom, General Motors, Honeywell, IBM, the U.S. Air Force, and the National Science Founda-
tion. He received his Ph.D. from Northwestern University.



Page 3                                                                     Lead Times | Feb-09
                     February Problem Solving Roundtable
APICS Atlanta Networking - Your Atlanta Chapter Board Offers a New Service to
Its Members: Monthly Problem Solving Roundtables

Host: Bob Beecy, CFPIM, CIRM, C.P.M.
Date: Tuesday, February 17, 2009
Location: Hilton Garden Inn Atlanta Perimeter Center, 1501 Lake Hearn Drive, Atlanta,
GA 30319
Time: 5:45pm - 6:15pm
http://www.apicsatlanta.org/network.aspx

Prior to the PDM, Bob Beecy CFPIM,CIRM, C.P.M., Board Member-at-Large, will host a
monthly roundtable, designed to give you the opportunity to share and discuss problems
and/or challenges you are having at work with your peers and experienced professionals
with the intent of soliciting solutions and strategies for overcoming obstacles and finding
solutions. While the issues will tend to gravitate towards systems and software and im-
plementation, they are not confined to those subjects. As we have folks with all types of
skills and experience you are invited to bring forward anything you would like to share
and discuss. We also invite members that would like to share their expertise to come for-
ward and participate.

Over and over again, surveys show that APICS members attend PDM’s to network with
fellow professionals. These round-tables will allow you to do so in an even more mean-
ingful way. To give you an idea what experiences give Bob the wherewithal to host these
sessions, we have attached his bio for your perusal. The roundtables will be held in the
meeting room prior to the dinner, starting at 5:45pm, you are invited to grab a beer, or a
glass of wine, and join the discussion. See you there!


Biography: Bob Beecy, CFPIM, CIRM, C.P.M.
    Bob Beecy is an experienced manufacturing professional who has worked for companies in both dis-
crete and repetitive industries. Bob is currently serving as the Director for US marketing for Datatex
TIS, Inc., a supplier of ERP software into the softgoods industry. Prior to this position, Bob helped lead
Dan River Apparel Fabrics in the implementation of the Datatex package, along with APS and MES
tools, and went on to lead the Logistics department for his Division, including a Lean initiative and the
development of unique customer service programs.
    Bob has been an APICS member for thirty years and enjoys speaking and educating. He has pre-
sented papers at twelve APICS International Conferences and often appears at local and regional
events. Bob teaches various courses at a local university and has served as an instructor for CIRM Certi-
fication review courses. Bob has had numerous articles published in the TA SIG newsletter, as well as
articles in the APICS performance Advantage and other industry periodicals.
    Bob has an MBA in Marketing and an undergraduate degree in Psychology and credits his study of
human behavior as the basis for his success and the focus of his lifelong learning. His viewpoints are of-
ten humorous and ironic and help others to learn while laughing.


Page 4                                                                  Lead Times | Feb-09
                                   February Plant Tour




                        Friday, February 20th at 9 AM
                                     - or -
                        Friday, February 27th at 9 AM
                                    TOTO USA, Inc.
                                  1155 Southern Road
                                   Morrow, GA 30260
             Free Event! Advanced Reservations Required at
    http://www.apicsatlanta.org/events/100_538001.aspx?PROG=TOUR
TOTO is the largest plumbing manufacturer in
the world with over $4.5 billion in annual sales
and 80 affiliated production facilities globally.
Since 1917, TOTO Ltd., Japan, has been a pio-
neer in high-performance plumbing systems
that bring consumers superbly designed prod-
ucts that are water and energy efficient. In
1989, TOTO brought its innovative technology
and commitment to excellence to the US mar-
ket. A full line manufacturer of luxury plumb-
ing products that optimize healthful living,
TOTO USA, INC.’s success derives from its
unsurpassed commitment to quality, reliability,
technological innovation, and sustainability -- a
commitment that pushes the company beyond
industry standards. The winner of numerous
domestic and international awards and recogni-
tions, TOTO USA is certified by ISO 14001:
2004 and ISO 9001: 2000. The only plumbing
manufacturer to be honored as Water Efficiency
Leader by the Environmental Protection
Agency, TOTO seeks perfection by design as it continuously innovates sustainable water technologies
that enhance the lives of its customers and the environment.
TOTO USA manufactures its products with constant attention to quality assurance, continuous improve-
ment, and environmental responsibility. In this way, TOTO brings its customers a full line of elegant,
high-performance lifestyle products for the bath space as it stewards the environment, insuring a better
life for generations to come.
TOTO USA has several operations sites located in Georgia: two major manufacturing plants located in
Morrow and Lakewood; and an assembly and logistics/warehousing facility located in Fairburn.

Page 5                                                                 Lead Times | Feb-09
Article: “A Solution for Improved Visibility into Production Planning”
                                                      By Ron Burnette
In today’s uncertain economic environment, it is critical     flected in the plants’ schedules.
that companies explore all alternatives to reduce costs
and improve efficiency without sacrificing customer ser-      After implementing Logility’s Voyager Manufacturing
vice levels. This can be a daunting task especially for       Planning, it took Dow Chemical less than six months to
manufacturers challenged with production and supply           achieve tangible benefits.
chain complexity. By optimizing manufacturing planning
to gain a more complete picture of their production envi-     With a formal tool in place for manufacturing planning
ronment, The Dow Chemical Company was able to meet            and scheduling, planning time and resources have been
this task and achieve significant benefits.                   reduced. Dow can now create a feasible schedule that
                                                              historically required three days effort by a team of 15
As the largest chemical company in the United States,         planners, in 4 hours and by half the number of planners.
and the second largest globally, Dow Chemical is a            Planning efficiency has improved by almost 100%.
leader in the production of plastics, chemicals, hydrocar-
bons and agrochemicals.                                       A by-product of creating a feasible schedule earlier is
                                                              identifying other underlying issues. When one of the
The Base Plastics and Specialty Plastics division is the      Dow plant’s created their very first schedule, an excess
largest of Dow’s businesses, both                                                  inventory situation was immedi-
in terms of pounds (12.5 billion                                                   ately evident because they could
pounds per year) and revenue dol-                                                  visually see the effects of the
lars ($6 billion). This division’s                                                 schedule. Action was taken, re-
portfolio of products consists of                                                  sulting in an inventory savings of
approximately 2,700 SKUs—                                                          10% for this plant alone, and a
primarily make-to-stock plastic                                                    savings of 5% for Dow’s entire
pellets, but 25% of the division’s                                                 gas-phased polyethylene business.
volume is make-to-order product.                                                   Dave Sturgis, Global Business
These products are manufactured                                                    Supply Chain Planner at Dow,
at 15 plants in the U.S., using a                                                  estimates the visibility Logility
variety of technologies.                                                           provides saves the business 10%
                                                                                   per year, equating to approxi-
Dow did not have a formal tool for                                                 mately 60 million pounds or $45
manufacturing      planning    and                                                 million. “We have seen inventory
scheduling and was challenged                                                      reductions, performance improve-
with formalizing these processes                                                   ments, and effectiveness across
and incorporating manufacturing                                                    the business.
constraints into the production plan. In addition, Dow‘s
different ERP solutions inhibited common visibility of        Now that production schedules are optimized, the pro-
inventory and material flow across the company. Dow           duction of wide spec material has been reduced by 25%,
needed a short to medium term scheduling solution that        equivalent to savings of $120 million per year. In addi-
would also improve visibility.                                tion to those savings, the increased visibility gives Dow
                                                              the ability to model “what-if” scenarios and see other
In addition to increasing visibility, one of Dow’s key        market areas for growth.
goals was to keep changeovers as lean as possible by
optimizing production sequencing on all processes. The        With a formal technology solution in place for manufac-
two main constraints common to all of Dow’s production        turing planning and scheduling, Dow has improved visi-
environments are changeovers and additive availability.       bility between plants, reduced inventory and manpower,
Changeovers are highly sequence dependent, varying            increased planning efficiency by almost 100% and de-
from one to 12 hours in duration. In addition to lost proc-   creased the production of off-grade material. By optimiz-
essing time, poor sequencing also leads to a greater          ing production resources, manufacturers like Dow have
amount of wide spec material production, which has lim-       the opportunity to gain visibility, reduce costs and build
ited commercial value. As much as 75% of total off-           profitability long-term even in today’s economic climate.
grade material volume is related to changeovers. Along
                                                              Ron Burnette is the Product Director with Logility. Ron has
with changeover constraints, each of Dow’s plants has
                                                               over twenty-one years in Supply Chain initiatives with both
limited additive resources and silos and it was also vital     manufacturing and distribution based companies. Ron can
that these limited shared resources were accurately re-         be reached at 404-264-5344 or rburnette@logility.com.


Page 6                                                                            Lead Times | Feb-09
     Article: “Freeing Working Capital Will Spare Firms in 2009”
                                                  By Jeff Metersky & Omer Bakkalbasi
In 2009, the battle-scarred economy will filter through to corporate bottom lines –
limiting firms’ ability to raise capital through debt and equity markets. With tradi-
tional sources inaccessible, companies must rely on the supply chain to generate cash
for the business. Simply put, to reduce debt, free up cash, and improve corporate debt
ratios, firms must reduce inventory and trim receivables. Here’s the plan for how to
do just that.

What 2008 rendered in consumer markets, 2009 promises its corporate counterpart. The battle-
scarred economy – with evaporating jobs, a consumer spending free fall, and a stock market
meltdown – is filtering through to corporate bottom lines. Revenues are down, certainly con-
tributing to weak profits and the inability to raise cash through traditional means. Retail sales
dropped for the 6th straight month and more unexpectedly, industrial production had a 9% dip,
its worst since 1980. The anticipated, ominous straw of capital scarcity is showing signs of
fracturing. Furthermore, bridging profit weakness through corporate equity isn’t a viable op-
tion for 2009 -- the Dow had its worst year since 1931; the S&P was down a whopping 40% in
2008. As a result, companies must pull back from secondary stock offerings, now significantly
less lucrative than a just year ago.

Credit markets may be even less appealing. While cash is abundant, those holding it have an
aversion to lend. This year, acquiring the capital essential for growth will be expensive and
time consuming – if possible at all. While commercial paper outstanding is heading towards
September levels, recovery will take time. Lenders still banking on Treasuries have driven the
average junk-bond yield to over 20% for the first time ever. Highly leveraged firms will feel
the weight of the impending crash. With debt maturing and refinance options restrained, firms
must free up cash by focusing on working capital.

With traditional sources inaccessible, firms must rely on the supply chain to generate cash for
the business. Simply put, to reduce debt, free up cash, and improve corporate debt ratios, firms
must reduce inventory and trim receivables. Even companies not requiring immediate cash for
operations should aggressively free capital. Companies not laden with debt can opportunisti-
cally deploy free cash flow to repurchase depressed stock, acquire distressed assets, hedge low
commodity prices, and invest in R&D. The potential to stretch inventory investments, limit
receivables, and ultimately free working capital requires a rapid-fire approach to portfolio ra-
tionalization and inventory deployment. Companies should:

          Segment your inventory portfolio. Not all products are created equal; inventory policies
       must be differentiated for each element of a product portfolio. By optimizing the organization
       of product classes, companies can apply granular-level policies for stocking requirements, de-
       ployment locations, and replenishment policies. A good starting point is to segment products
       based on velocity, value, and variability – otherwise known as sales, gross margin, and both
       inherent variability and forecast error. Through this portfolio analysis, firms should be able to
       define two key targets for inventory reduction: high-variability safety stock exploiters and high-
       velocity cycle stock opportunists.
                                                                        Continued on the next page —

Page 7                                                                  Lead Times | Feb-09
Article Continued: “Freeing Working Capital Will Spare Firms in 2009”
      While a company should have a plan to analyze its entire portfolio, now is not the time. Firms
      must scope analyses into manageable chunks achievable in weeks. Attack the top 20% of op-
      portunities now and leave the remainder for subsequent quarters. By reducing these assets first,
      firms will automatically reduce the amount of debt required to refinance and could improve
      bond ratings, paving the way toward capital liquidity.
          Bottom up approach: carve off safety stock. Companies with many diverse products and
      subsequently, slower moving goods, should eliminate as much inventory from as many items as
      possible while protecting customer service. Focus on highly variable, sporadic demand prod-
      ucts most often laden with unnecessarily high safety stock. Using probabilistic techniques to
      properly allocate variability at each stocking location will enable firms to more accurately
      evaluate required stocking levels and adjust policies to eliminate unnecessary stock. After ex-
      ploiting the immediate opportunity to reset stocking levels, these approaches can yield further
      benefit by focusing on identifying the source, and then minimizing, the variability. Cutting
      variability in half – as a result of improved forecast accuracy, a reduction in lead-time variabil-
      ity, or through better manufacturing attainment – can decrease safety stock up to a third.
          Top down approach: make best use of existing assets. Management has declared a 10%
      cut across the board, forcing a trim of your existing inventory investment. While demand plan-
      ning improvements can reduce cycle stock, here’s where a critical mistake often occurs. Firms
      spend considerable time and effort tweaking forecast engines, which reach useful limits fairly
      quickly, but don’t evaluate inventory deployment or policies to deal with the inherent uncer-
      tainty in that forecast. Often, as demand falls, inventory investments fail to do so as quickly –
      flipping balance sheets upside down.
      When capital constraints exist, companies need to analyze their service mix and optimally in-
      vest inventory in order to minimize service failures and maximize profit contribution. For a
      large CPG company with many fast-moving, cycle stock intensive items, there are two points.
      First, determine which products to allocate more inventory dollars and where cuts can be made
      with minimal service degradation and lost sales. And secondly, decide where to best position
      inventory — and in what form.
          Determine true cost-to-serve to modify customer and product policies. Stock prices
      have already built-in your yet-to-come bad financial news. With sales declining across the
      board, firms can take advantage of this unfortunate reality to unload unprofitable sales without
      taking a stock hit. By defining your true cost-to-serve for each product and customer, you can
      ascertain the markets, channels, and customers that are dragging your profitability as well as the
      ones that consume hefty working capital. While firms shouldn’t swear off unprofitable custom-
      ers, they can eliminate certain rebate programs, increase pricing to contend with unprofitable
      policies, or restructure payment terms to bring them into the black.
      To further impact receivables, companies can also consider product rationalization by creating
      a true activity-based cost model – one that couples the physical cost to make and distribute an
      item with the cost of marketing and selling it. This process will allow you to make informed
      decisions about rationalizing your customer base and product lines.
In 2009, freeing up cash will not only separate the strong from the weak, but it will determine
who will lead moving into the next decade. In recessionary times, more so than any other eco-
nomic cycle, cash is king.
       Jeff Metersky is Vice President of Strategy at Chainalytics, and Omer Bakkalbasi is Principal, Inventory Plan-
       ning, at Chainalytics. Chainalytics (www.chainalytics.com) provides companies with consulting services to im-
          prove supply chain performance, specializing in the application of advanced decision sciences technology.

Page 8                                                                                Lead Times | Feb-09
                                           CPIM Workshops
               Accelerated Review Workshop for CPIM Exams
                      Atlanta, GA - Winter / Spring 2009
     In just 5 days, we will review the materials to pass the CPIM Exam.

Detailed Scheduling and Planning – Saturday, February 7, 2009
Study detailed descriptions of material requirements planning (MRP), capacity requirements planning (CRP), in-
ventory management practices, and procurement and supplier planning.
Topics include: Recognizing Techniques and Practices of Inventory Management, Mechanics of the Detailed Ma-
terial Planning Process, Planning Operations to Support the Priority Plan, and Planning Procurement and External
Sources of Supply.
Basics of Supply Chain Management – Saturday, March 7, 2009
In the Basics, you get a complete overview of material flow, from internal and external suppliers to and from your
organization.
Topics include: Elements of the Supply Chain, Just-in-Time (JIT), Total Quality Management (TQM), Manufac-
turing Resources Planning (MRP II), Demand Planning, and Capacity Management.
Execution and Control of Operations – Saturday, April 4, 2009
The course explains techniques for scheduling and controlling production processes, the execution of quality ini-
tiatives and continuous improvement plans, and the control and handling of inventories.
Topics include: Prioritizing and Sequencing Work, Executing Plans and Implementing Controls, Authorizing and
Reporting Activities for Push and Pull Systems, and Evaluating Performance and Providing Feedback.
Master Planning of Resources – Saturday, May 2, 2009
The course focuses on the importance of producing achievable master schedules that are consistent with business
policies, objectives, and resource constraints.
Topics include: Demand Management, Sales and Operations Planning, Master Scheduling, and
Measuring Business Performance.
Strategic Management of Resources – Saturday, June 6, 2009
The course addresses three main topics: aligning resources with the strategic plan, configuring and integrating op-
erating processes to support the strategic plan, and implementing change.
Topics include: Competitive Market Issues, Choices Affecting Facilities, Supply Chain, Information Technology,
and Organizational Design, Configuring and Managing Projects.

Southern Polytechnic                                                                             Register 4 or
State University                        REGISTER TODAY!
                                Online at www.APICSATLANTA.org                                  more and get one
1100 S. Marietta Parkway                                                                            FREE!
Marietta, GA 30060                      or call 770-460-5370

            Workshop Fee: Member price for one course at $350 (except Basics at $450).
             Non-member price for one course at $400 (or $500 for the Basics class).
                    Cancellation fee, $50.00 if within one week of start date.
             About the CPIM (Certified in Production & Inventory Management) Exam
   CPIM covers standard Supply Chain methodology, and CPIM will also cover topics such as essential ter-
   minology, concepts, and strategies related to demand management, procurement and supplier planning,
   performance measurements, supplier relationships, quality control, and continuous improvement.

                Get Certified and be Recognized as an Industry Expert!
                Each Student will need to bring the appropriate Participant Workbook to each workshop.
                Computer based test is given in partnership with ASI, go to www.APICS .org to register.

Page 9                                                                             Lead Times | Feb-09
                                          CSCP Workshop
     Review Workshop for Certified Supply Chain Professional (CSCP)
                       Atlanta, GA - Spring 2009
               The Deadline to apply for the June 20, 2009, CSCP Exam is May 8, 2009.
                        This class will be held over four consecutive Fridays.
                         The books are provided as part of the course fees.

Supply Chain Management Fundamentals – Friday, April 24, 2009
This session will teach you to Explore how successful supply chain management adds value to your organization,
to Learn how to develop a supply chain strategy that aligns with corporate strategy, and to Understand the impor-
tance of supply chain design and its evolving capabilities.
Topics include: Overview of Supply Chain Management (SCM), Supply Chain Management Strategy, Managing
the Supply Chain, and Improving the Supply Chain.

Using Information Technology to Enable Supply Chain Management – Friday, May 1, 2009
This session will teach you to Learn how technology-enabled supply chains contribute to business strategies and
operating plans, to Understand the innovative technologies enabling collaborative commerce and global visibility,
and to Apply technology to enhance distribution, reverse logistics, and global supply chain communications.
Topics include: Role of Information Technology in the Supply Chain, ERP in supply Chain Management, innova-
tive Technologies and Their Uses, Using IT to Enhance Supply Chain Performance, and e-Business.

Managing Customer and Supplier Relationships – Friday, May 8, 2009
This session will teach you to Learn how to categorize customers based on their profiles and needs, to Establish
measures of customer satisfaction, to Understand the strategic importance of purchasing and supplier relation-
ships, and to Effectively use customer data to improve service performance and increase value to suppliers and
customers.
Topics include: Relationship Management in SCM, Customer Relationship Management (CRM), Supplier
Relationship Management (SRM), and Integrated Customer / Supplier Relationship Management.

Building Competitive Operations, Planning and Logistics – Friday, May 15, 2009
This session will teach you to Understand natural dynamics within the supply chain to optimize performance and
increase profitability, to Know the distribution and transportation options and how to align them with supply chain
strategy, and to Evaluate the process constraints and choices within global logistics to establish a plan linked to
overall strategy.
Topics include: Demand Planning, Product Design Considerations, Manufacturing Planning and Controlling, and
Logistics.

This course will include the study materials recommended by APICS, including one year access to the
LearnCSCP.com website with the Pre-test, tests for each Module and a Post-test, for self-assessment.

              Dress will be Business Casual. Lunch is included, with coffee and soft drinks all day.
                                                   Price:
                                              Members $1,795.00
                                            Non Members $1,895.00

REGISTER TODAY!                                                               Location:
                                                                              Southern Polytechnic State
Online at www.APICSATLANTA.org                                                University
e-mail to tomfcox@earthlink.net                                               1100 South Marietta Pkwy
or call 770-460-5370                                                          Marietta, GA



Page 10                                                                        Lead Times | Feb-09
                            APICS Atlanta Career Center
1. Recruiters and Employers may have their supply chain related job leads posted on the APICS At-
lanta Web site by sending a job description to the Career Center Director at CareerCen-
ter@APICSAtlanta,org. A thumbnail description will be posted to the website within a few business
days, and will appear in the next eNewsletter. This is a FREE service. Please include contact informa-
tion and a subject including “Career Center Job Posting”. The job posting will remain active for ap-
proximately 60 days.
2. Individuals can subscribe to the New Job Notification list, and a confidential email will be sent when
any new job is posted to the Career Center. To subscribe send an email to the Career Center Director at
CareerCenter@APICSAtlanta.org.

For additional information on the Career Center:
Jon Harvill CPC, APICS Atlanta Career Center Director, careercenter@apicsatlanta.org


OPEN POSITIONS (JOBS)            (from http://www.apicsatlanta.org/)
J1101 DIRECTOR OF SUPPLY PLANNING - The Beneva Group

J1102 DIRECTOR OF SERVICE OPERATIONS AND SUPPLY CHAIN - Life Therapeutics

J1103 CUSTOMER CARE MANAGER - MARS Petcare USA

J1104 DEMAND ANALYST - Merial

J1105 PACKAGING ENGINEER - CSM North America Bakery Supplies

J1201 SCHEDULER/EXPEDITOR - HC Brill

J1202 DIRECTOR INTERNATIONAL SOURCING AND SUPPLY CHAIN MANAGEMENT - GF Health
Products

J0101 MATERIALS SYSTEMS MANAGER - Hussman (Ingersoll Rand)

J0102 CONSULTING ASSOCIATE - Performance Consulting Associates

J0103 WAREHOUSE SUPERVISOR - Golden State Foods

J0104 MRO / CAPITAL EQUIPMENT PURCHASING CONSULTANT - Professional Search of Atlanta

J0105 BUYER - Chart Industries




Page 11                                                                 Lead Times | Feb-09
                     Article: “Building a Quality Organization”
                                                                                   By Jon Harvill CPC
                                           In the technical and professional associations for which this article
                                       is being written, we tend to talk a lot about creating and implementing
                                       bigger and better hardware and software systems, like WMS, IMS,
                                       MRP, DRP, and ERP.

                                           We also occasionally hear of the failure of a notable company
                                       which had all of these latest systems, but the company failed anyway.
                                       While at the same time, we know of other companies, even in the very
                                       same industries, that appear to fare much better, even thrive, and they
                                       may be operating with the very same systems as the company that is
                                       failing.

                                          It makes you wonder, “What are the differences?” Are the failures
                                       caused by Economic factors, Natural disaster, Government actions,
                                       Obsolete industries, Aggressive competition, Executive miss-
                                       management, Global competition?

     All of these may be in effect in one instance or another but the most common cause which is almost
universal in the failures, is the misuse of their people. They fail to attract the right people. They fail to re-
tain the right people; they fail to empower their people. They fail to develop their people.
    So let’s look at some common people problems, or we can call them opportunities.

     PEOPLE – Great results can be obtained from average people who are well trained and well managed.
Truly phenomenal results can be obtained by organizations made up of very slightly above average indi-
viduals, who are well managed. As a manager, always be on the lookout for that strong individual you can
acquire to replace the weakest link in your organization. With good communications, the rest of the group
will respond positively when they see the leader take action removing the troublemaker or slacker. The
other members of the organization know that it will make their life easier and their work more productive
with the staff upgrades they see you make.

    As an individual, don’t be caught being that weakest link, troublemaker or slacker. Solve your attitude
problem or personality conflicts with your boss or co-workers. Invest in your own future. It is said that an
individual who reads four books each year in his professional field will know more about his industry than
ninety-five percent of the so-called experts.

     TRAINING – Most of the consulting firms that install manufacturing control systems advocate heavy
investments in training as a part of the implementation. Yes, they are selling training, but they are also ulti-
mately measured by how well the system functions after they leave. It is a sad commentary, but the success
rate among MRP/ERP system implementations is pretty poor. Second in popularity only to ‘# 1. Lack of
top management commitment’, as the reason for implementation failure, is ‘#2. Insufficient training’.

     Also, more generic training, such as the APICS or ISM body-of-knowledge, six sigma lean and super-
visory training, all improve an organization's performance in many documented ways. You will correlate
increased employee knowledge levels with increased Key Performance Indicators, such as forecast accu-
racy, productivity, inventory turns, service level, sales volume, quality level and profit.
                                                                              Continued on the next page —
   Page 12                                                                    Lead Times | Feb-09
              — Continued (from previous page): “Building a Quailty Organization”


ATTITUDE – When hiring employees, select people with the right attitude. Sure, we can
change people’s attitude — or can we? People do not like to be changed. Why take on the
almost impossible task of changing anyone when, at every hiring opportunity, you can hire
only people with good attitudes? Hire good enough attitudes and you may need to almost get
out of their way. They are going to be successful, in spite of what you or I do. If you should
make a hiring decision mistake, do not let it contaminate your organization. Face up to having
made a mistake and work just as hard correcting it quickly by taking advantage of a possible
probation period, or satisfy termination criteria. One of the most creative solutions I have ob-
served, I call the Trojan Horse. This manager found the problem employee a more responsible
job with a direct competitor.
                     Jon Harvill CPC, is our APICS Atlanta Career Center Director and the president of
                     Professional Search of Atlanta, 770-952-0009 or jharvill@psa-recruit.com.



                               Ask the Employment Experts

                      Dear Steve and Jon,
                      My wardrobe is slick and usually more mod than the
                      people I meet in interviews. Can that work against
                      me?
                      Signed: Slick Dude


       Steve Hines, consultant, career coach                        Jon Harvill CPC, consultant and recruiter
          and author of Atlanta Jobs                               with Professional Search of Atlanta
              http://www.ajobs.com/                                     http://professionalsearchatlanta.com
Dear Slick,                                                 Dear Slick,
Why do you have a self-described “slick ward-               We tend to dress like other members of our ‘tribe’
robe” and are interviewing with companies                   dress. If we are talking about ‘street fashion’ (bling,
where this is not their culture? Even if you go             tats and piercings) that may gain you ‘street cred’,
out and buy more conservative clothing in order             will not win you the keys to the executive washroom.
to land the job, would you be happy working                 To increase your chances for selection, dress the part
there? Every company has its own culture, and               of a highly successful member of the tribe you are
a significant part of the interviewing process for          seeking to join. Virtually all high performance or-
both you and the company is to determine if you             ganizations tend to aggressively manage their image
will be a good fit for their culture. The answer            as part of their branding, and yes, research has shown
to your question is “yes,” of course, and so you            there is a strong correlation between appearance and
have a choice: either adapt to their culture,               performance. For professional level positions, a con-
which means a different wardrobe, or continue               servative business suit, even a power suit, is still the
looking for a company where you will feel more              most appropriate interview uniform. So, tone down
at ease. Needless to say, I recommend the latter            the Slick and be the best dressed professional apply-
choice.                                                     ing for that Technical, manager or executive level po-
                                                            sition.

Page 13                                                                              Lead Times | Feb-09
            Article: “Certification Maintenance Application”
                                                                               By Chris Chapman
As you know, APICS has two popular certification programs: CPIM and
CSCP. CSCP is relatively new to the educational program and the five year cer-
tification maintenance period has not been exhausted. Fortunately, those holding
both the CPIM and CSCP designations can claim the exact same points toward
both certifications. For example, when you attend the monthly Professional De-
velopment Meetings (PDM) you are able to claim the one (1) point toward both
certifications.
For those of you nearing the five year certification maintenance deadline, the application fee is
$75 for members and $150 for nonmembers. If you are diligent in earning your points early you
may not apply for certification maintenance earlier than one (1) year of your certification dead-
line. Conversely, your application must be submitted by the last day of the month you were certi-
fied. For example, if you were certified March 12th, 2003 your deadline will be March 31st,
2008. No points can be carried over into your next certification maintenance period, but this
should not discourage you from taking advantage of all building capabilities and talent opportuni-
ties.
You will need to provide all relevant information when you apply: program names, number of
hours, dates, locations, and descriptions of the activities. This information must be entered on the
Certification Maintenance Application and Professional Development Journal. When you submit
your application you do not need to submit backup material at that time. APICS does conduct
random audits of applications. Therefore, you should keep your supporting documents for a pe-
riod of time to offset an audit.
Certification maintenance is a time to reflect on where you have been and where you are going. I
encourage you to take this time as an opportunity to begin planning for educational and network-
ing opportunities for the next five years. For additional information you can view the Certifica-
tion Maintenance Bulletins at www.apics.org. If you have specific questions regarding certifica-
tion maintenance feel free to contact me directly.
                       Chris Chapman CPIM, APICS Certification Maintenance Director,
                              can be contacted at chris.t.chapman@bellsouth.net.



                     APICS Professional Development Meetings
                                Schedule for 2009
 February 17, 2009           Mandyam Srinivasan: “Positioning Lean as a Growth Strategy”

 March 17, 2009              John Boyer: Top Management Night —
                             “Top Management’s Role for Successful S&OP”
 April 21, 2009              Joni White: “From Fatigue to Fantastic - Productivity Transformations
                             Using FISH!”
 May 19, 2009                To Be Announced



 Page 14                                                                  Lead Times | Feb-09
                                            Chapter Board of Directors
President:                                          Vice President, Membership:                          Dir, Website:
Russ Thorne, CPIM, CSCP                             Deanna Peters, CPIM, CSCP                            Henry Levine, CSCP
Cargill Texturizing Solutions US                                                                         American Panel
(770) 986-6208                                      Chapter Secretary:                                   (770) 889-1260
                                                    Brian Skelly, CPIM, CSCP
Past President:                                                                                          Academic Liaisons:
Gary Bedford, CPIM                                  Certification Maint. Coordinator
Exide Technologies                                  Chris Chapman, CPIM                                  Chapter Academic Liaison:
                                                                                                         Michael A. Roman, CPIM
                                                    Kimberly Clark
                                                                                                         Manufacturing Practices
Vice President, Education:
                                                                                                         (770) 772-6894
Tom Cox, CPIM, CSCP                                 Dir, Education and Seminars:
Cox and Associates                                  Vid Chandraiah, CPIM, CSCP and
(770) 460-5370                                      Kris Katheresan, Ph. D, CFPIM, CSCP,                 DeVry Institute of Technology
                                                                                                         Robert James
                                                    PMP
                                                                                                         (770) 521-4900 Ext. 3622
Vice President, Finance:
Martin Samuels, CPIM, CSCP                          Dir, Newsletter:
Philips Medical Systems                             William Hughes                                       Emory University
                                                                                                         Elliot Bendoly, Ph.D.
(770) 821-3175                                      Zep, Inc.
                                                                                                         Goizueta School of Business
                                                                                                         (404) 727-7138
Vice President, Marketing:                          Career Center Director:
Scott Luton                                         Jon Harvill, CPC
ResourceMFG                                         Professional Search of Atlanta                       Georgia Institute of Technology,
(770) 446-6161                                      (770) 952-0009                                       Kennesaw State, and University of
                                                                                                         Georgia
                                                                                                          Open
Vice President, Programs:
Shaunn Harris, CPIM, CSCP
       Supporting the officers is a long list of Directors and Coordinators who are also volunteering their time to ensure we have a successful year.
                                                Visit http://www.apicsatlanta.org/board.aspx for a complete list.
  Meet the Atlanta APICS Chapter Board of Directors! Check our B.O.D. video by clicking on the link: http://www.youtube.com/watch?v=cYTYPa6ljIg.

                                               E-mail addresses are found on the chapter website




                             Welcome New and Returning Members!
                             ATLANTA APICS CHAPTER #83 would like to welcome the
                              following new members to APICS and the Atlanta Chapter.
     Name                                 Company                                     Name                                Company
David Batson                    Intelligent Switchgear Org., LLC               Rick Morris         Thrive Technologies, Inc.
Mary Cole                       T-Mobile USA                                   David Perkins       T-Mobile USA
Sarah Davis                     Ingersoll Rand                                 David Radtke        T-Mobile USA
Tom Essex                       OptiMedical                                    Belinda Robinson    T-Mobile USA
J. Alan Ford                    MI-Technologies                                Michelle Rodriguez Embraco North America Inc.
Mark Gerhards                                                                  Jerad Romero        Honda Precision Parts of Georgia
Caroline Goodman                T-Mobile USA                                   Virender Singh CPIM
Laura Hurley                    Invista                                        Mary Stewart        OptiMedical, Inc.
Peter Jelaca                    Royston                                        Jason Sutton        HPPG
Charles Johnson                 Golden State Foods                             Greg Tomaselli      Opti Medical Systems
Jekih Knight                    Tech Data                                      Jerold Tuggle       Tech Data Corporation
Susan Medina                    Siemens Energy & Automation                    Ho-Bond Wong        Invista




Page 15                                                                                                    Lead Times | Feb-09
                       New APICS Membership Dues Structure
The APICS Board of Directors approved a new membership dues structure that begun on April 1, 2008. The focus for APICS
has always been on providing the value that members seek to improve their on-the-job performance, advance in their careers,
and thrive as operations management professionals.
Member association dues increased from $110 to $150 for professional members. Professional members belonging to chap-
ters will pay a flat fee of $50 for the chapter portion, for a total dues amount of $200 for professional members.
The dues changed from $110 to $200 for domestic members-at-large, and from $130 to $200 for international members-at-
large. The dues amount for retired members changed from $55 to $75, plus chapter dues if applicable. There are no changes
to academic, student, and international associate fees.
The enterprise membership changed to a tiered structure. Enterprise membership APICS will offer enterprise members the
opportunity to add additional members based on a sliding scale (see the illustration below). The current group membership
structure will be phased out and current group members will transition to enterprise members as memberships come up for
renewal.
                    Enterprise Membership/Group Membership (Effective April 1, 2008)
                  Total # of      Amount Per
                  Members          Member          APICS Corporate        Local Chapter
                   5 – 24             $200                $150                   $50
                   25 – 99             190                $140                   $50
                    100 >             180                 $130                   $50

APICS will continue to enhance association programs and services. Members can take advantage of new and enhanced bene-
fits. Many of these benefits are accessible online at www.apics.org/membership. For questions on Dues and Benefits, con-
tact APICS Customer Service at 800-444-2742.




 Page 16                                                                            Lead Times | Feb-09
 Valuable APICS Publications and Member Benefits. Accessible and Online.

Be sure to take your APICS toolbox on your journey for new cheese. You can ac-
cess the following member benefits online. Even better…they are complimentary!

Access APICS publications online now:
APICS OMBOK Framework | APICS Dictionary, 12th edition | APICS magazine online

Ensure you're making the most out of your APICS membership with these valuable publications and
discounts on educational opportunities, including APICS Webinars.

APICS Operations Management Body of Knowledge (OMBOK) Framework
The APICS OMBOK Framework defines the scope of the operations management field and positions
the vast APICS body of knowledge to help you understand the foundation of your profession.
Download your complimentary copy now.

APICS Dictionary, 12th Edition, Online
Download the APICS Dictionary, 12th edition, and save it to your desktop to ensure you're never with-
out the terminology that enables you to communicate across the office and the supply chain.
Find out all of the ways you can access the APICS Dictionary.

APICS Magazine Online
You don’t have to wait for your copy of APICS magazine to arrive in your mailbox—you can view
each bimonthly issue of the award-winning APICS magazine online.
Check out the November/December issue of APICS magazine online.

Don't Miss This New APICS Webinar:
Global Supply Chain Intelligence
David Jacoby, CFPIM, CIRM, CTL, C.P.M.,
President, Boston Strategies International
January 21, 2009, 1:00 p.m. – 2:00 p.m. CT
$99 APICS member | $139 nonmember
Register Now

The session will help global supply chain professionals build a global fact base to support supply chain
strategy. Participants will explore current issues involved in international shipping to and from sourc-
ing hotspots, such as China, Malaysia, and Latin America. Participants will learn through the use of
real-world examples and interactive tools, including benchmarks, company experiences, pictures, video
clips, and quiz questions.

On-Demand APICS Webinar Events
Access exclusive content that's available whenever you are, wherever you are. On-Demand APICS
Webinar Events provide the same relevant, bite-sized education you expect from live APICS Webinars
in an easy-to-access, convenient format.
Get started accessing APICS educational content now.




Page 17                                                               Lead Times | Feb-09

								
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