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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Beyond World-Class: The New Manufacturing Strategy
內容大綱
Virtually all manufacturers aspire to "world-class" status. But even those who attain it will only be as good as their toughest competitors. This explains why so many companies that have adopted improvement programs like just-in-time, lean production, and total quality management lament that they never seem to get ahead. The problem is that managers tend to view such programs as solutions to specific problems, like high inventories or products that are difficult to manufacture. As such, they are not manufacturing strategies. In the turbulent 1990s, the goal of competitive strategy should be strategic flexibility. A company must be able to switch gears relatively quickly and with minimal resources. A true manufacturing strategy is a plan for developing the skills and capabilities that will enable a company to do certain things better than competitors over the long haul.