摘要:

Abstract“Everybody says somebody ought to do something this time it looks like it might be us”.

ISSN:0277-8556    

DOI:10.1002/npr.4040130102

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040130103

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractTo be truly effective, organizations require strong leadership. Often the stumbling blocks to good leadership skills are ingrained in the very structure of the organization. To overcome these obstacles, managers must learn to switch from traditional management styles to one that focuses on processes.

ISSN:0277-8556    

DOI:10.1002/npr.4040130104

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThe designing, making, marketing, and supporting processes are the major sources of value for customers. If a company is to maximize customer value, its products, orders, and transaction experiences must be correct, timely, appropriate, and economical. Companywide commitment to maximizing customer value typically requires significant realignment, reempowerment, and reengineering.

ISSN:0277-8556    

DOI:10.1002/npr.4040130105

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThis article, by a member of the National Performance Review, explores how to create change in the federal government. In ten sections it discusses (1) the problem—our wasteful and nonproductive government; (2) the role of vision and leadership in initiating and sustaining change; (3) the elements of learning and change and how they are related and occur; (4) the nature of the bureaucratic model and its incompatibility with governmentwide learning and change; (5) why the solution does not lie in creating more structure; (6) a collective model for sustained learning and change; (7) the implications for the federal government; (8) potential mechanisms for putting our new paradigm into actual practice; (9) some additional thoughts on sustaining learning and change permanently; and (10) application of this model to creating change in procurement.

ISSN:0277-8556    

DOI:10.1002/npr.4040130106

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThe Great Game of Business is an open‐book management approach that creates a system whereby people can see how their performance affects the overall performance of the company, and that allows them to see how this personal performance can enhance their lives and the life of their company. The game marries common‐sense business techniques with the premise that all people want to learn, be productive, and achieve success. Companies that play the game experience improved profits and cashflow, increased productivity, and the ability to react to challenges quickly and with flexibility. The game was designed and is played at the Springfield Remanufacturing Company and its subsidiaries, headquartered in Springfield, Missouri, but it can be applied to any facet of any business operating anywhere. Here is a look at the rules of the game and how to play it.

ISSN:0277-8556    

DOI:10.1002/npr.4040130107

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThe General Electric Company's centralized accounting unit, the Financial Services Operation (FSO), bas become an internal leader of. cultural change by developing its own strategy for reducing corporate hierarchy, encouraging teamwork, and empowering employees. After establishing a vision of what they wanted their organization to become, FSO's top managers called “town meetings” at all FSO locations, conducted local “sensing sessions” with rank‐and‐file workers, and implemented leadership workshops for supervisors to explain why FSO had to change and how people had to work differently. Using a highly participative, multiphased approach, multiskilled work teams called Customer‐Focused Groups were then piloted in FSO's center in Ft. Myers, Florida. These changes helped increase participation within the organization and drive accountability and decision making downward. At the same time, they brought about significant gains in work productivity and service quality.

ISSN:0277-8556    

DOI:10.1002/npr.4040130108

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractHow is it that a department staffed by smart, competent individuals can be a poor performer? In the case of one engineering department, an improvement team discovered that productivity and cycle‐time problems stemmed from poor management of work flow. This article details the steps that the department took to identify the obstacles to smooth operations and to improve productivity and decrease cycle time.

ISSN:0277-8556    

DOI:10.1002/npr.4040130109

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractIn 1985, the Wilson Humboldt facility, a golf ball manufacturer, was considered to be one of the least effective plants within the corporation. There were severe deficiencies in quality, safety, morale, productivity, and housekeeping. The plant manager, AlScott, spent the first year assessing the situation and developing a game plan.In 1987, a major component of Wilson's recovery began with the implementation of five key operating philosophies, with one of these being total quality management. TQM allowed the empowerment of employees at all levels and made continuous process improvement in daily operations a reality. Teamwork manifest in Team Wilson led to outstanding gains in productivity, quality, and customer satisfaction.

ISSN:0277-8556    

DOI:10.1002/npr.4040130110

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractPeople can be organized into teams, know something about group dynamics, know the appropriate interactive skills, and know how to reach consensus, but if they don't know how to gather and analyze data, they will not know which problems or processes to work on, nor will they be able to come up with the most cost‐effective solution. On the other hand, people can have undergone a lot of technically‐oriented quality training concerning competitive benchmarking, cost of quality analysis, problem solving, and the seven statistical tools, and yet not be able to generate any interest in what they think is the most cost‐effective solution because they cannot interact well with people. Mobilizing people so that they are fully empowered is what the people side of quality is all about. Enabling them with effective tools and processes is what the technical side of quality' is all about. Inspiring, facilitating, coaching, and counseling is what leadership is all about. Significant improvement doesn't come without all three.

ISSN:0277-8556    

DOI:10.1002/npr.4040130111

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY