ISSN:0277-8556    

DOI:10.1002/npr.4040180302

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractIn an increasingly global, interconnected, and dynamic business environment, an organization's ability to learn and improve is critical to success. Although the appeal of such metaphors as organic structures and synergistic thought common in the learning organization literature is undeniable, these descriptions do little to help managers understand where organizations should focus their learning initiatives. As teams increasingly form and tackle important tasks on a project basis, they seem to be a logical starting point. Yet, few ideas have been presented on how to improve team learning from experience. This article identifies practices that facilitate and undermine learning in team settings and offers two potent interventions for team learning: the vision deployment matrix and the learning history.

ISSN:0277-8556    

DOI:10.1002/npr.4040180303

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractTraditionally, customers have been ranked according to the revenue they generate, with the largest customers typically considered the best. But organizations that try to meet the demands of such large customers may be misplacing their efforts, as traditional customer valuation measures do not necessarily maximize shareholder value. This article outlines an alternative approach to allow businesses to assess sales according to a metric other than mere revenue.

ISSN:0277-8556    

DOI:10.1002/npr.4040180304

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractOne of the major challenges for any organization, whether in the manufacturing, technology, or service sector, is aligning what leaders say to do with what employees actually do in front of their customers. Avoiding temporary and inconsistent results requires identifying the systematic links between strategy and the rewarding and reinforcement of employee performance. Through the Organizational Productivity Process, organizations can determine the two to three nonfinancial drivers that most greatly affect productivity and the attainment of financial goals. By accurately measuring these drivers, they can ensure that operational strategy is properly executed by employees at all levels of the organization.

ISSN:0277-8556    

DOI:10.1002/npr.4040180305

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractTraditional organizational expense management, like traditional supply chain management, typically ignores so‐called pipeline inventory. The result: inventory pile‐ups and erratic spending patterns. The correction is fairly simple: include the pipeline inventory in the calculation. Gaining that visibility is key to establishing a financial control system that responds stably to changes.

ISSN:0277-8556    

DOI:10.1002/npr.4040180306

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractThe pressure is on U.S. industry to make more products better, cheaper, and faster, and the search is on for new ways to accelerate continuous improvement. As a result, many companies are taking a closer look at a continuous improvement process first introduced from Japan in the 1980s called total productive maintenance (TPM). The TPM process is about maintaining total productivity through a comprehensive top‐down and bottom‐up plantwide implementation. In a number of manufacturing sites around the world, teams throughout Texas Instruments, Inc., have used TPM to improve the safety, quality, productivity, and profitability of their manufacturing operations. Lessons learned while manufacturing products and maintaining machines have also been applied to the development of new products, processes, and equipment. The knowledge gained in the TPM process is built right into the new equipment to achieve maximum effectiveness at minimum life‐cycle cost.

ISSN:0277-8556    

DOI:10.1002/npr.4040180307

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractImplementation of performance measurement systems is traditionally viewed as a way for public‐ and private‐sector organizations to improve accountability, boost efficiency, and create organizational focus. These systems are also useful in managing organizational change, as they provide a framework for setting goals, driving alignment of people and processes, and chronicling progress in achieving objectives.This article describes a case study of a state government agency that used performance measurement to improve service and customer relations, then explores how the use of certain change management principles can enhance and accelerate the introduction of performance measurement into any organization.

ISSN:0277-8556    

DOI:10.1002/npr.4040180308

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractDesigned to help businesses achieve their goals, problem‐solving methods have become our masters, driving out the thinking that is the essence of effective problem solving. Although the various problem‐solving methods have their virtues, they also have their limitations, and an overreliance on these techniques can cause dysfunction. Case‐based quality problem solving, a means of extracting useful lessons from past problem‐solving experiences, offers an alternative to the current “methodolotry.” This article illustrates how experience—one's own and others'—can be used to solve quality problems.

ISSN:0277-8556    

DOI:10.1002/npr.4040180309

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractResearch has shown that the average life of an organization is less than one‐half that of a human being. In a time when organizational sustainability is finally being recognized as a key performance indicator, it is relevant to ask the question, “Why aren't our organizations more sustainable?” One answer can be found in the perceived level of constant organizational change initiatives.

ISSN:0277-8556    

DOI:10.1002/npr.4040180310

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY

摘要:

AbstractIntegral to all organizations, quality assurance requires much more than lip service to the notion of product quality. Frymaster Corporation has found that a sterling reputation as a quality parts supplier and manufacturer must be grounded in a partnership of quality control and quality assurance. To ensure complete success, such a joint effort must take place in an environment of continuous improvement, teamwork, systems‐level thinking, and alignment between company goals and strategies.

ISSN:0277-8556    

DOI:10.1002/npr.4040180311

出版商:John Wiley&Sons, Ltd.    

年代:2012

数据来源: WILEY