ISSN:0277-8556    

DOI:10.1002/npr.4040160102

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040160103

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractWhen United Airlines signed up as the launch customer for the new 777 airplane in 1990, it recalled some baggage associated with over 70 years of working with The Boeing Company in which expectations often fell short because communications did not always connect in the right place or at the proper time. This article describes the background against which Boeing and United crafted a unique "Working Together" agreement that took the manufacturer and customer back to achieving mutual objectives in building "a truly great airplane," and provides some strategic insights that point to new directions that can be implemented in supplier‐customer relationships.

ISSN:0277-8556    

DOI:10.1002/npr.4040160104

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractOne of the nation's foremost organizations in the field of quality management, Juran Institute has become as much a witness of managerial triumphs and tragedies as a trailblazer of innovative management techniques. This article examines the role of the Institute in the quality arena, its perspectives on the total quality movement over the past 20 years, and ten of the top trends that enlightened business leaders would do well to track as they prepare for the challenges of the 21st century.

ISSN:0277-8556    

DOI:10.1002/npr.4040160105

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractCorporations realize that environmental compliance represents a significant percentage of total manufacturing costs. Increasingly, they are also realizing the fact that pollution is a process inefficiency that needs to be addressed proactively‐not a necessary cost of business to be dealt with at the end of the manufacturing cycle. By integrating its pollution prevention programs with a total quality environmental management concept, The Foxboro Company has obtained extraordinary results in its efforts to cut pollution and manufacturing costs and, thus, improve organizational performance.

ISSN:0277-8556    

DOI:10.1002/npr.4040160106

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractIn the coming century, the vitality and productivity of U.S. manufacturing will depend on the ability of corporations to compete successfully in rapidly changing global markets. Thus, a well‐planned infrastructure comprising the best in storage, transportation, telecommunications, and a host of commercial support services will have to be in place to bolster agile manufacturingThis article examines the types of infrastructure needed to support agile manufacturing by describing the North Carolina Global TransPark (GTP), a prototype project that combines all the systems that firms need to become more competitive in international markets. GTP is expected to be part of an exciting international network of 21st‐century manufacturing and transport complexes that ultimately will change the way U.S. companies compete in global markets.

ISSN:0277-8556    

DOI:10.1002/npr.4040160107

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractStand still for a moment and you'll be left in the dust by the competition in today's highly competitive, global manufacturing environment. Ford Motor Company's North Penn Electronics Facility has long recognized that the key to winning in its industry is continuous improvement in everything it does. This article details some of the major improvements North Penn achieved in quality, productivity, and customer satisfaction since the early 1990s, trends that have created a spirit of continuous improvement that permeates the organization and will carry it into the latter half of this decade and beyond.

ISSN:0277-8556    

DOI:10.1002/npr.4040160108

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThe most fundamental element of customer value is staying in business. A few years ago, EMI Inc., a New Jersey‐based power supply manufacturer, almost didn't. But thanks to a visionary management team that has used employee education and empowerment to focus on customer value and achieve world‐class manufacturing status, the firm has become a leader in its industry and is well‐positioned for success into the future.

ISSN:0277-8556    

DOI:10.1002/npr.4040160109

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractIn l993, APHIS, a branch of the U.S. Department of Agriculture, was faced with an extraordinary range of demands for change‐some from within the organization, some from the federal Administration, and some from the world at Urge. To focus its change efforts, the agency created an overarching vision and change agenda using a high‐involvement strategy known as the „future search conference.”︁ Through this strategy, all levels of the organization, as well as external stakeholders, can understand and align their actions with proposed changes. As a result, fundamental change is occurring in the organization's mission, processes, technologies, structures, and behaviors.

ISSN:0277-8556    

DOI:10.1002/npr.4040160110

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMany organizations have realized the tremendous benefits to be reaped by concentrating their efforts on their customers' concerns. But how is a customer‐driven facility created? Tennalum, a division of Kaiser Aluminum, discovered that teamwork spearheaded by a management‐led vision and augmented by flexible systems and a generous reward system will yield increases in profits and market share and create a solid base of loyal customer support.

ISSN:0277-8556    

DOI:10.1002/npr.4040160111

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY