Kategoria BISAC: Business & Economics >> Industrial Management

Developed from the author's own practical experience, this unique resource details a proven, 10-step approach to cost reduction, and provides a series of tools to help you achieve sustainable cost reduction in your business while avoiding the damage of "slash and burn." A New Strategy for Continuous Improvement presents a new 'Operations Improvement Cycle'. This cycle provides the benchmark, priority and guidance that were missing in the original cycle. This is achieved through a three stage process involving 10 specific steps. Additionally, it explores the issues with the...

This unique and practical book describes 42 real-life events and/or situations in the careers of the three authors from which they gained insights into the applicable best practices in maintenance and reliability. The authors explain the underlying philosophies where relevant, drawing on the teachings of the leading thinkers in leadership and management. Designed to share knowledge and experience with the readers, in a readily accessible fashion, this resource does not tell the readers what to do or how to do it; it merely explains the event or situation the authors faced, and how they...

This book offers a contemporary psychodynamic view of organizational life. Michael Diamond stresses the unconscious dimensions of hierarchic and other work relationships in organizations. From these relationships, he argues, come not only organizational cultures but also organizational identities. The book transcends the common technical rational approach to organizational behavior by isolating and then analyzing the nonrational side of organizational experience. Diamond illustrates how different characteristics of organizational life emerge from the dynamics of shared and projected...

Most quality management programs focus on the tools that can be employed to improve quality, but the long-term results of these efforts have been mixed. The only way to ensure that quality improvement will have lasting consequences for a firm is to change the corporate culture. Having the appropriate level of technical knowledge to address quality problems is a necessary, but not sufficient, condition for realizing the hoped-for improvement. Only when the entire culture of the corporation, starting with a visionary leader and senior management, is receptive to the adoption of new tools...

This volume begins with a general discussion of project management, followed by an examination of the various tools used before a project is underway. The...

An adherent of the Toyota Production System, John Seddon explains how traditional top-down decision making within service organizations leads to managers who are detached from employees and remote from operations. He demonstrates that decision-making based on purpose-related measures (such as putting customers first and improving services) can help managers reconnect with operations, see waste, and exploit...

Based on over twenty years of experience, the author of this practical guide provides the executive with a comprehensive discussion of the issues and tools involved in the location or relocation of a business operation. A company's search for the ideal site is one of the most important managerial functions. The firm may need to expand for the development of new products, new markets, or additional production capacity. In some cases, a new location may be needed to house newly developed production equipment or to obtain higher efficiency and reduced operating costs. Other reasons include...

Based on data regarding corporate mortality, organizations are built to fail: a conclusion critical to managers, employees, stockholders, consultants, customers, vendors, competitors, and therefore all of us who transact with and depend on organizations. Yet, literature about organizational management tends to focus on education and inspiration, and to bristle with optimism about the potential success of applying its wares. Ignored, in virtually all of this literature is the reality that personnel may or may not be inherently self-interested, but certainly join business organizations in...

Emerged from the Lewinian tradition of research into organizational behavior, motivation, and change, here is a conceptual but practical way for HR professionals and others in today's organizations to understand better, more quickly and reliably, what the underlying human problems in their organizations are. Cunningham proceeds from the conviction that the key to solving organizational problems is in the hands of people, and that when people talk about the problems they experience they are reflecting their values and beliefs. The way to get people to do that is through a style of inquiry...