ISSN:0277-8556    

DOI:10.1002/npr.4040150402

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractEach day, corporations make difficult decisions on how to approach their future. Companies are frantically reengineering their corporations, installing and integrating automated systems, and rearranging shop floors to provide lean, streamlined manufacturing and service environments. How can they be sure that such changes will help them achieve this goal? As this article points out, many organizations are finding the answer to that question in the eye‐opening world of computer simulation.

ISSN:0277-8556    

DOI:10.1002/npr.4040150403

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMuch has been written about reengineering. But is such a drastic approach always necessary? Perhaps not. By using adaptive engineering to delve into performance failures, as well as potential remedies, managers can learn a great deal about customer expectations and their organization's critical success factors. This will enable them to determine why a particular process is not working and develop a workable alternative that may allow them to refine rather than do away with existing procedures—and the resources already spent on them. By learning more about the problems they face and their possible solutions, organizations can get on the right track to continuous improvement.

ISSN:0277-8556    

DOI:10.1002/npr.4040150404

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractTeams are championed to improve many aspects of organizational performance, including customer service, productivity, employee morale, and job satisfaction. But not all teams are successful. Recent studies show that one major cause of team failure is the lack of appropriate training for team members. Team training is most productive when it focuses on important behavioral and process subjects needed for group success. Additionally, training material is used most effectively when it is presented at a logical point during team development. This article discusses ways to develop superior team training programs and the proper sequencing of training content for effective application. It also presents a model training program based on the four recognized stages of team development.

ISSN:0277-8556    

DOI:10.1002/npr.4040150405

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractStudies show that nearly two‐thirds of all organizational change efforts are failures or fail to live up to expectations. Why is this? And what can companies do to ensure a greater likelihood of success with change initiative? This article outlines a rigorous, client‐tested approach for planning and implementing change efforts, based on a thorough understanding of the variables at play in an organization whenever change efforts are attempted. The authors explain how an informed understanding of such dynamics greatly enhances the likelihood of success with reengineering and business process redesign efforts.

ISSN:0277-8556    

DOI:10.1002/npr.4040150406

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractCan a company improve manufacturing and operating performance by concentrating on a single internal quality improvement objective? Belden Wire and Cable Company significantly improved all major manufacturing performance indicators and operating profit by focusing on the reduction of manufacturing scrap. This article details the establishment of the objective and the key elements in realizing the improvements.

ISSN:0277-8556    

DOI:10.1002/npr.4040150407

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractTraditional productivity measures mislead decision makers. Measures such as sales per employee, parts produced, tons poured, utilization rates, and direct‐labor variances, can do significant harm because they cause managers to focus on cutting costs at the expense of creating value. In today's competitive environment, these entrenched traditional measures directly prevent the adoption of needed changes. They trap businesses in stagnant productivity situations and hobble responsiveness. All too often, managers base actions to improve productivity on calculations derived from these measures, yet never see the benefits they project materialize on financial statements.It is no longer what we think of ourselves (the internal) that determines whether we survive and prosper; it is what others think of our performance (the external). Traditional productivity measures do not help managers make smart decisions that satisfy customers and make money for shareholders, as two examples in this article demonstrate. Performance improves only when decision makers, like those in the third example, recognize all the ways the old measures are failing and switch to a completely new productivity measurement system that balances delivering value to customers with adding economic value for shareholders.

ISSN:0277-8556    

DOI:10.1002/npr.4040150408

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractIn the world of business, the only constant is change. This dynamic can be overwhelming and exhausting, or it can be the basis for renewal and rewarding, exciting adventures. This article describes a manufacturing operation that tackled the challenges of an ever‐changing environment by reinventing itself emphasizing the growth of its people. As a result, it has evolved into an award‐winning, world‐class facility.

ISSN:0277-8556    

DOI:10.1002/npr.4040150409

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMany articles on empowered teams tend to focus on how a leader developed those teams and the results that followed. This article, however, details the major improvements that a cross‐functional production team made over a five‐year period to significantly boost the performance of its project. All the improvements described were made by the team itself and were considered by their manager to be far more elegant and effective than the improvements he would have devised.

ISSN:0277-8556    

DOI:10.1002/npr.4040150410

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThe leaders of Merix Corporation, a domestic supplier of high‐technology interconnect products, have a history of setting and achieving aggressive goals and effectively managing a continuously evolving company during periods of high growth. A key strategy in maintaining high levels of performance is Merix's use of self‐assessments and award criteria to receive valuable third‐party feedback. This has led the company to win several awards, including a 1996 Shingo Prize for Excellence in Manufacturing. This article describes how Merix integrates a self‐assessment strategy into its business and discusses the application of Shigeo Shingo's concepts to improve the company's manufacturing performance.

ISSN:0277-8556    

DOI:10.1002/npr.4040150411

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY