Change and flexibility are the cornerstone for businesses surviving
the challenges of the 1990's. Complacency in their attitude toward
change is still the watchword for many companies. The emphasis upon
gaining short-term results frequently compromises the investment in
"intellectual energy" needed to effect changes which allow a
company to become a World Class performer. There have been few
companies who have clearly demonstrated their ability to be agile
and flexible and to change direction and focus, at will.
The objective of this presentation is to relate how manufacturing
management must become change oriented to compete in a World Class
Marketplace. The "fast cycle" mindset has still not taken hold and
American manufacturing companies are leaving change on the table
for other countries to nibble at. "Fast cycle" and agile are key
words in describing the attributes of the captains of industry in
the future. "Visionary companies" will become postured to instigate
the necessary change to stay abreast of world competition. The
change agents discussed in this presentation include Customer
Centered Responsiveness, Process Performance Measurements, A
Changing Role for Leadership and Rising to the Challenge. "Fast
Cycle" oriented change must become second nature to every employee
if the company is to survive world class competition in the long
Customer Centered Responsiveness
Customers today are becoming more sophisticated and many are looking
for business partners who are committed to continuous improvement
and who are willing to pass along the savings. Passing along savings
has not been the traditional operating practice of companies.
Instead, the marching orders, in many firms, has been to use these
savings to "recover" from past competitive pressures.
Not only do world class competitors of the future need to be cost
conscious, they need to be looking for opportunities to drive costs
down and utility of deliverables up. This requires a distinctly
different leadership style. High performance oriented companies must
be market driven and flexibly responsive. This requires an
entrepreneurial acuteness. This also translates into a thinning of
the organizational bureaucracy, which, through approvals and any
number of delaying tactics, cause the organization to take an
inordinate amount of time to get throughput (converting Raw
Materials/Resources into collected Revenue). In the past, this
lethargy has been packaged under titles such as complexity of the
product and customers' willingness to forgive. However, in the
future, as world class competitive pressures increase, this waste
will not be tolerated.
Leadership must surface which is aggressive toward market needs and
on the leading edge of cost control without
compromising quality, delivery or product value. Leadership must
become aggressively customer focused.
To be Continued
For balance of this article, click on the below link:
Lean Manufacturing Articles and go to Series 02
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