<?xml version="1.0" encoding="UTF-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>The Remington Group</title>
	<atom:link href="http://www.remgrp.com/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.remgrp.com</link>
	<description>Just another WordPress weblog</description>
	<lastBuildDate>Wed, 28 Mar 2012 19:31:17 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=3.1.2</generator>
		<item>
		<title>COST MANAGEMENT: Squeezing the (NON)VALUE Out of Overhead &#8211; An Activity Analysis Approach</title>
		<link>http://www.remgrp.com/2012/03/cost-management-squeezing-the-nonvalue-out-of-overhead-an-activity-analysis-approach/</link>
		<comments>http://www.remgrp.com/2012/03/cost-management-squeezing-the-nonvalue-out-of-overhead-an-activity-analysis-approach/#comments</comments>
		<pubDate>Wed, 28 Mar 2012 19:18:00 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=588</guid>
		<description><![CDATA[In the Pleistocene era of manufacturing cost accounting (actually, only about one hundred years ago - it just seems longer), product costs were classified as: Labor, Materials and, Overhead - in that order. The order was not haphazard; it connoted the relative importance in dollar size of each. Labor was then the highest cost component, materials was next and overhead was a poor third. Well, now at the dawn of the twenty-first century and actually around the middle of the twentieth century, the order is reversed. Overhead is the most expensive component of the cost equation. Overhead is the most expensive component of the cost equation. In fact, as labor declines to third in the cost hierarchy and materials costs begin to stabilize in some of the mature manufacturing companies, the management of overhead spending can be the strategic management element in the profitability success equation.]]></description>
		<wfw:commentRss>http://www.remgrp.com/2012/03/cost-management-squeezing-the-nonvalue-out-of-overhead-an-activity-analysis-approach/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Lean Manufacturing: Measuring To Get Results</title>
		<link>http://www.remgrp.com/2011/12/lean-manufacturing-measuring-to-get-results-3/</link>
		<comments>http://www.remgrp.com/2011/12/lean-manufacturing-measuring-to-get-results-3/#comments</comments>
		<pubDate>Fri, 23 Dec 2011 17:30:57 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=575</guid>
		<description><![CDATA[By Gerald Najarian “You get what you measure” is an old saying but is never far from the truth.  The old paradigm measurements led us to do the things in the shop and in the warehouse that were the antithesis of lean manufacturing and supply management.  So, if you are talking lean and are trying [...]]]></description>
		<wfw:commentRss>http://www.remgrp.com/2011/12/lean-manufacturing-measuring-to-get-results-3/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Did Manufacturing Ever Leave? (and how to get it back)</title>
		<link>http://www.remgrp.com/2011/12/did-manufacturing-ever-leave-and-how-to-get-it-back/</link>
		<comments>http://www.remgrp.com/2011/12/did-manufacturing-ever-leave-and-how-to-get-it-back/#comments</comments>
		<pubDate>Fri, 23 Dec 2011 17:12:37 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=566</guid>
		<description><![CDATA[OK, the title sounds facetious.  But we are, in fact, schizophrenic about the state of manufacturing in the United States.  It seems like all the familiar products we buy from the expanded pharmacy to the big box stores come from developing countries in Asia and Latin America so we think that manufacturing has left the country never to return.  Yet lately, we hear reports of a “rebirth” of manufacturing based on anecdotes about one or another company’s decision to relocate a plant back home and opinion surveys.  The press also reports that “manufacturing is leading the recovery.”   Small wonder that there is confusion!]]></description>
		<wfw:commentRss>http://www.remgrp.com/2011/12/did-manufacturing-ever-leave-and-how-to-get-it-back/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Remington Group Joins NJBIA</title>
		<link>http://www.remgrp.com/2011/04/remington-group-joins-njbia/</link>
		<comments>http://www.remgrp.com/2011/04/remington-group-joins-njbia/#comments</comments>
		<pubDate>Fri, 08 Apr 2011 02:44:33 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[News]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=498</guid>
		<description><![CDATA[April 7, 2011  The Remington Group, LLC has been accepted as a member of the New Jersey Business and Industry Association (NJBIA), an employer association providing information, services and advocacy for its member companies in order to build a more prosperous New Jersey.  The Remington Group expects to be an active participant in NJBIA to help promote business growth [...]]]></description>
		<wfw:commentRss>http://www.remgrp.com/2011/04/remington-group-joins-njbia/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Cellular Organization &#8211; Who Invented Lean?</title>
		<link>http://www.remgrp.com/2011/04/cellular-organization-who-invented-lean/</link>
		<comments>http://www.remgrp.com/2011/04/cellular-organization-who-invented-lean/#comments</comments>
		<pubDate>Thu, 07 Apr 2011 21:40:07 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=473</guid>
		<description><![CDATA[By Gerald Najarian Here’s a question for you:  who created the first cellular factory?  Hint – it was an automobile company.  We’ll come back to the answer later in the article but first let’s look at cellular organization in the lean factory. Why organize in cells?  In a lean factory, cells, in fact, create little factories [...]]]></description>
		<wfw:commentRss>http://www.remgrp.com/2011/04/cellular-organization-who-invented-lean/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Opposing Teams: Toward a New Model of Accounting in The Era of Lean</title>
		<link>http://www.remgrp.com/2011/02/opposing-teams-toward-a-new-model-of-accounting-in-the-era-of-lean/</link>
		<comments>http://www.remgrp.com/2011/02/opposing-teams-toward-a-new-model-of-accounting-in-the-era-of-lean/#comments</comments>
		<pubDate>Fri, 11 Feb 2011 19:32:28 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=458</guid>
		<description><![CDATA[Traditional accounting measures are out-of-date-established more than a century ago when customers were content, not demanding, and when inventory was seen as beneficial. It&#8217;s time to recognize lean manufacturing concepts in accounting practices. Join Gerald Najarian as he explores how certain methodologies and concepts, held dear by many, must be re-examined in order for accounting [...]]]></description>
		<wfw:commentRss>http://www.remgrp.com/2011/02/opposing-teams-toward-a-new-model-of-accounting-in-the-era-of-lean/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Putting Your Procurement House In Order For Supply Chain Management</title>
		<link>http://www.remgrp.com/2011/02/putting-your-procurement-house-in-order-for-supply-chain-management/</link>
		<comments>http://www.remgrp.com/2011/02/putting-your-procurement-house-in-order-for-supply-chain-management/#comments</comments>
		<pubDate>Mon, 07 Feb 2011 23:42:03 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=432</guid>
		<description><![CDATA[By Gerald Najarian A materials planner identifies the need for a particular component part, prepares a requisition. The buyer surveys at least three vendors, selects one based on the economics (price) and issues a purchase order for delivery in thirty days. The vendor, new to the company or accustomed to sporadic demand for the item [...]]]></description>
		<wfw:commentRss>http://www.remgrp.com/2011/02/putting-your-procurement-house-in-order-for-supply-chain-management/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Right-Sizing Your Labor Cost Infrastructure: A Rediscovery of Industrial Engineering</title>
		<link>http://www.remgrp.com/2010/11/right-sizing-your-labor-cost-infrastructure-a-rediscovery-of-industrial-engineering/</link>
		<comments>http://www.remgrp.com/2010/11/right-sizing-your-labor-cost-infrastructure-a-rediscovery-of-industrial-engineering/#comments</comments>
		<pubDate>Fri, 19 Nov 2010 19:30:33 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=416</guid>
		<description><![CDATA[By Gerald Najarian Did you know that the exemplar of lean manufacturing, Toyota, assigns an industrial engineer to each foreman in its plants?  It’s true.  Toyota has long understood the value of optimizing operations through traditional industrial engineering techniques.  For example, the company “stopwatches” each operation to assure that the people performing work tasks can [...]]]></description>
		<wfw:commentRss>http://www.remgrp.com/2010/11/right-sizing-your-labor-cost-infrastructure-a-rediscovery-of-industrial-engineering/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Step Up to Lean: Achieve the benefits of lean, one step at a time</title>
		<link>http://www.remgrp.com/2010/10/step-up-to-lean-achieve-the-benefits-of-lean-one-step-at-a-time/</link>
		<comments>http://www.remgrp.com/2010/10/step-up-to-lean-achieve-the-benefits-of-lean-one-step-at-a-time/#comments</comments>
		<pubDate>Fri, 15 Oct 2010 00:14:02 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>

		<guid isPermaLink="false">http://www.remgrp.com/?p=399</guid>
		<description><![CDATA[By Gerald Najarian There is no question that lean and its antecedents—Just-in-Time (JIT), flow, and demand-based manufacturing—contribute mightily to a company&#8217;s ability to deliver outstanding customer service while tying up a minimum of working capital principally in the form of inventories. The attributes of well-managed manufacturing shops have been gathered under the broad heading of [...]]]></description>
		<wfw:commentRss>http://www.remgrp.com/2010/10/step-up-to-lean-achieve-the-benefits-of-lean-one-step-at-a-time/feed/</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Lean Manufacturing is the Essential Component in Your Supply Chain Strategy</title>
		<link>http://www.remgrp.com/2009/11/flow-manufacturing-is-the-essential-component-in-your-supply-chain-strategy/</link>
		<comments>http://www.remgrp.com/2009/11/flow-manufacturing-is-the-essential-component-in-your-supply-chain-strategy/#comments</comments>
		<pubDate>Tue, 10 Nov 2009 22:13:38 +0000</pubDate>
		<dc:creator>Gerry Najarian</dc:creator>
				<category><![CDATA[Articles]]></category>
		<category><![CDATA[Enterprise Resource Management]]></category>

		<guid isPermaLink="false">http://66.70.28.129/?p=132</guid>
		<description><![CDATA[By Gerald Najarian Well, we are ten years into the new  millennium and well into the age of the supply chain. We successfully survived the Y2K non-crisis and, in the process, have gotten a new enterprise resource system (ERP) to support the company’s information management infrastructure. Now, in the age of supply chain management, we are trying to [...]]]></description>
		<wfw:commentRss>http://www.remgrp.com/2009/11/flow-manufacturing-is-the-essential-component-in-your-supply-chain-strategy/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
	</channel>
</rss>

