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Minimalist Manufacturing: Leveraging Process Knowledge for

"We are overwhelmed and swimming in reports on every SKU, machine, shift."... "We need to increase capacity this year."... "I need to prepare for new product introduction next year. And the CEO says that we must change with the times and become a more responsive learning organisation – able to...

Working with the Union as a Key Manufacturing Stakeholder

Designing and implementing major change – whether a process reengineering effort, a reorganisation, or a fundamental transformation of the entire process – is particularly challenging in a unionized manufacturing environment, where multiple stakeholder groups have different and often conflicting...

The Japanese Approach to Innovation: Research for D&M

It is conventional wisdom that Western companies are better at inventing and developing new technologies than at producing and commercializing them, while Japanese companies are particularly skillful at commercializing technology. In the preceding article, Thomas and Maira argue convincingly for a...

Reinventing Customer Management - Lessons from the Best of

"The problem with our organisation is that we have our face to the boss and our backside to the customer!" This statement – quoted recently by the CEO of a major manufacturing corporation – expresses the frustration many managers have felt in their efforts to realise their vision of truly customer-...

Environmental Strategy - Stepping Up to Business Demands

Business leaders have recognized for some time that business decisions have environmental implications and environmental decisions have business implications. What's new is that a few companies on the cutting edge are finding ways to use the environment as a catalyst for business advantage. By...

From Manufacturing to Design - and Back Again

Until recently, manufacturers generally assumed that design should precede manufacturing in priority and prestige as well as in time. Today, however, there is growing recognition that design and manufacturing really are interdependent activities that work best when they maintain a continuous...

Learning to Change and Changing to Learn - Managing for the

Around the globe, across a wide variety of industries, senior managers are coming to us and our colleagues with the same urgent question: how can I prepare my organization to survive and thrive in an increasingly unknowable future?

Creating Business Results Through Team Learning

As of 1993, Sigma Tech (a fictional name) was one of the most successful small corporations in the United States. The company's business was both humanitarian and highly profitable, and its workforce was committed to the company's vision and values. Many Sigma Tech employees also had a significant...

Viewpoint The CEO Balancing Act: Prospering in the New

Today, we live and work in a global economy in which companies routinely cross national boundaries to compete for markets and customers; a highly flexible economy in which companies take themselves apart and put themselves back together in new configurations; a virtual economy in which companies...

Shifting Paradigms, New Challenges: Technology and

In 1995 Arthur D. Little sponsored two Best–of–the–Best colloquia on technology and innovation management, one in North America and one in Europe. The companies nominated and selected by their peers as "Best of the Best" in the field represent a wide range of industries and face very different...