Since the invention of double-entry bookkeeping, managers have judged a company's worth by sales and profits. Now, Richard J. Schonberger, the architect of the worldwide Just-In-Time revolution, reaches beyond "financials" to redefine excellence -- and reveals, with new benchmark data, how pioneers become dynasties. Schonberger's pathbreaking new research reveals that, from 1950 to 1995, while "financials" dipped and soared repeatedly, industrial decline and ascendancy correlated perfectly with inventory turnover -- one of two key nonfinancial indicators and a bedrock measure, along with…mehr
Since the invention of double-entry bookkeeping, managers have judged a company's worth by sales and profits. Now, Richard J. Schonberger, the architect of the worldwide Just-In-Time revolution, reaches beyond "financials" to redefine excellence -- and reveals, with new benchmark data, how pioneers become dynasties. Schonberger's pathbreaking new research reveals that, from 1950 to 1995, while "financials" dipped and soared repeatedly, industrial decline and ascendancy correlated perfectly with inventory turnover -- one of two key nonfinancial indicators and a bedrock measure, along with customer satisfaction, of a company's power, strength, and value. In this immensely readable book, he captures these new metrics -- the true predictions of future success -- in 16 customer-focused principles created from self-scored reports supplied by over 100 pioneering manufacturers in nine countries. Armed with new world-class benchmark data, Schonberger redefines excellence in terms of competence, capability, and customer-focused, employee-driven, data-based performance. For front-tine associates to senior executives, Schonberger has written manufacturing's action agenda for the next decade. This book will be indispensable reading for manufacturing and general managers in all industries, as well as for pension fund managers, institutional investors, stock analysts, and stockbrokers.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Contents Preface 1. Industrial Decline and Ascendancy Manufacturing Performance: Down, Then Up Sustained Improvement U.S. Manufacturers French Manufacturers Obstacles and Openings Customer Service Broad-Based Customer Data Pooled Customer Data Summing Up Eras Japan Decade, American Decade, Global Decade 2. Building Strength Through Customer-Focused Principles From Edicts to Principles Customer-Focused Principles General Principles Design Operations Human Resources Quality and Process Improvement Information for Operations and Control Capacity Promotion and Marketing 3. Best Manufacturers: How They Rate Research Project Scores, by Category High and Lower Scores Intermediate Scores Bottom Group Sector Scores Forging Ahead 4. Improvement Pathways 1. Gates Rubber, Denver 2. Honeywell Scottish Operations, Motherwell, Scotland 3. Baxter Healthcare's North Cove IV Solutions Facility, Marion, North Carolina 4. Davey Products, Australia 5. Baldor Electric, Fort Smith, Arkansas 6. Jostens Diplomas, Red Wing, Minnesota 7. AlliedSignal, Aerospace Equipment Systems, Tempe, Arizona 8. Dover Elevators, Memphis 9. Quickie Designs Inc., Fresno, California 10. Exxon Baytown, Baytown, Texas 11. Varian Associates, Nuclear Magnetic Resonance Instruments, Palo Alto, California 12. Alcatel Network Systems, Richardson, Texas 13. Ford Electronics, Markham, Ontario 14. Rosemount Measurement Division, Chanhassen Pressure Plant, Chanhassen, Minnesota 15. Boeing Welded Duct Plant, Seattle Area 16. Northern Telecom, Multimedia Communication Systems, Calgary, Ontario 17. Johnson Controls, Milwaukee 18. Rhomberg Bräsler, Cape Town, South Africa Diverse Pathways -- A Summary 5. Value and Valuation Product Costing: How and When Costing for Infrequent Decisions Product Development Product Line Real Needs Motivation to Improve Open-Book Management (Tripping Over Financial Numbers) Exception: Small Business Units Priorities: Customer-Focused Principles and the ABC Paradox Dual System? Value of the Enterprise Power Brokers Genuine Power Case Study: The Costing/Pricing Problem at Harbor Metal Stamping Company Alternative Solutions Modifying the Costing System Modifying the Data Collection System 6. The New Mastery of Mass Production -- and Its Close Cousins What Is Mass Production? Why Mass Production? Trade Pacts Resize Production Volumes From Mass-Produced Components to Customized End Products Japanese and German Mistakes End Products Scale Economies Lost When a Plant Has Too Many Parts How Mass Production? Standardization Usage-Rate Production Agility Consumer Need or Quirk? Portability Conclusion: Someone Wants What You Have 7. Strategic Linkages Product Decisions and Customer Service Unaware and Unconcerned Organizational Realignments Building Bridges Multicompany Planning Quick Response Vendor-Managed Inventory and Efficient Customer Response Demand Forecasting Planning with Immediate Partners Internal Multifunctional Planning Decomposing the Order Book Capacity Management and New Initiatives Smoothing the Demand Turbulence Forcing the Action 8. Impediments: Bad Plant Design, Mismanagement of Capacity Production Lines: Failure Designed In Too Long, Too Wide, Too Fast Conveyor Removal Arcs Assembly Lines, Station Cycle Times, and People Maquiladoras Cut and Sew Genesis of Modular Sewing and TSS Whole Plants Flexible Limits Flexible Automation Production Support Unconstrained Capacity 9. Remaking Human Resource Management Roles The New Owners of Process Improvement High-Potential Teams Organization Charts Lose Their Lines Associates, Facilitators, and Teamsmanship Motivation and Reward in the Age of Continuous Improvement Results Special Recognition Negatives to Positives Performance Appraisal Quid Pro Quo The Work Force Upgrades -- and HR Adapts Role and Size Training -- to Certification Line Involvement in HR Labor Relations Job Classifications An Example Interconnections 10. Quality: Picture a Miracle Pictures Miracles (Accentuate the Positive) Virtual Stability Keeping the Core and Hiring Out The Organization: Bulwark of Stability and Effectiveness Customer (and Supplier) Stability Employee Stability Quality Individuals Versus Teams Team Stability and Cohesiveness Project Cohesiveness and Stability 11. A Ten-Year Plan From Cost to Value Scorekeeping Balanced Scorecard Cost of Quality Renaming Things Throughput Stretch Goals Follow-Through Implementation Tendencies and Necessities Consultants, Advisors, and Trainers Kaizens Application Seminars Points of Light Learning and Training Guessing the Future Appendix: Scoring Against the Principles Notes Index
Contents Preface 1. Industrial Decline and Ascendancy Manufacturing Performance: Down, Then Up Sustained Improvement U.S. Manufacturers French Manufacturers Obstacles and Openings Customer Service Broad-Based Customer Data Pooled Customer Data Summing Up Eras Japan Decade, American Decade, Global Decade 2. Building Strength Through Customer-Focused Principles From Edicts to Principles Customer-Focused Principles General Principles Design Operations Human Resources Quality and Process Improvement Information for Operations and Control Capacity Promotion and Marketing 3. Best Manufacturers: How They Rate Research Project Scores, by Category High and Lower Scores Intermediate Scores Bottom Group Sector Scores Forging Ahead 4. Improvement Pathways 1. Gates Rubber, Denver 2. Honeywell Scottish Operations, Motherwell, Scotland 3. Baxter Healthcare's North Cove IV Solutions Facility, Marion, North Carolina 4. Davey Products, Australia 5. Baldor Electric, Fort Smith, Arkansas 6. Jostens Diplomas, Red Wing, Minnesota 7. AlliedSignal, Aerospace Equipment Systems, Tempe, Arizona 8. Dover Elevators, Memphis 9. Quickie Designs Inc., Fresno, California 10. Exxon Baytown, Baytown, Texas 11. Varian Associates, Nuclear Magnetic Resonance Instruments, Palo Alto, California 12. Alcatel Network Systems, Richardson, Texas 13. Ford Electronics, Markham, Ontario 14. Rosemount Measurement Division, Chanhassen Pressure Plant, Chanhassen, Minnesota 15. Boeing Welded Duct Plant, Seattle Area 16. Northern Telecom, Multimedia Communication Systems, Calgary, Ontario 17. Johnson Controls, Milwaukee 18. Rhomberg Bräsler, Cape Town, South Africa Diverse Pathways -- A Summary 5. Value and Valuation Product Costing: How and When Costing for Infrequent Decisions Product Development Product Line Real Needs Motivation to Improve Open-Book Management (Tripping Over Financial Numbers) Exception: Small Business Units Priorities: Customer-Focused Principles and the ABC Paradox Dual System? Value of the Enterprise Power Brokers Genuine Power Case Study: The Costing/Pricing Problem at Harbor Metal Stamping Company Alternative Solutions Modifying the Costing System Modifying the Data Collection System 6. The New Mastery of Mass Production -- and Its Close Cousins What Is Mass Production? Why Mass Production? Trade Pacts Resize Production Volumes From Mass-Produced Components to Customized End Products Japanese and German Mistakes End Products Scale Economies Lost When a Plant Has Too Many Parts How Mass Production? Standardization Usage-Rate Production Agility Consumer Need or Quirk? Portability Conclusion: Someone Wants What You Have 7. Strategic Linkages Product Decisions and Customer Service Unaware and Unconcerned Organizational Realignments Building Bridges Multicompany Planning Quick Response Vendor-Managed Inventory and Efficient Customer Response Demand Forecasting Planning with Immediate Partners Internal Multifunctional Planning Decomposing the Order Book Capacity Management and New Initiatives Smoothing the Demand Turbulence Forcing the Action 8. Impediments: Bad Plant Design, Mismanagement of Capacity Production Lines: Failure Designed In Too Long, Too Wide, Too Fast Conveyor Removal Arcs Assembly Lines, Station Cycle Times, and People Maquiladoras Cut and Sew Genesis of Modular Sewing and TSS Whole Plants Flexible Limits Flexible Automation Production Support Unconstrained Capacity 9. Remaking Human Resource Management Roles The New Owners of Process Improvement High-Potential Teams Organization Charts Lose Their Lines Associates, Facilitators, and Teamsmanship Motivation and Reward in the Age of Continuous Improvement Results Special Recognition Negatives to Positives Performance Appraisal Quid Pro Quo The Work Force Upgrades -- and HR Adapts Role and Size Training -- to Certification Line Involvement in HR Labor Relations Job Classifications An Example Interconnections 10. Quality: Picture a Miracle Pictures Miracles (Accentuate the Positive) Virtual Stability Keeping the Core and Hiring Out The Organization: Bulwark of Stability and Effectiveness Customer (and Supplier) Stability Employee Stability Quality Individuals Versus Teams Team Stability and Cohesiveness Project Cohesiveness and Stability 11. A Ten-Year Plan From Cost to Value Scorekeeping Balanced Scorecard Cost of Quality Renaming Things Throughput Stretch Goals Follow-Through Implementation Tendencies and Necessities Consultants, Advisors, and Trainers Kaizens Application Seminars Points of Light Learning and Training Guessing the Future Appendix: Scoring Against the Principles Notes Index
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