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Industrial Management - January/February 2012

Contributors in this issueIndustrial Management - January/February 2012

Awards panel gives credibility to company honors 
By Dan Carrison
Your workforce might not take annual performance awards seriously, particularly if they favor one department or use only the most easily measured metrics. Avoiding charges of favoritism or politicking could be as simple as appointing a board of previous winners to judge future awards. These people are in position to figure out whether someone in sales, IT or customer service deserves the real credit for a success.

By the Society for Engineering and Management Systems Board
Elizabeth Cudney introduces the concept of hoshin kanri for process improvement. Wiljeana J. Glover gives tips on sustaining the results from kaizen events. Russell Wooten previews the Enterprise Transformation Conference 2012.

Dissecting Toyota’s woes
By Robert B. Chung and Brian H. Kleiner
Toyota Motor Corp. faced a public relations nightmare because of unintended acceleration issues related to some of its vehicles. This called into question standard practices that had their genesis in Toyota’s process model and rich history. But the problems can be traced to the erosion of the just-in-time and jidoka structural pillars that supported the goals of the Toyota Production System.

Survival of the swiftest 
By Stephen C. Harper
Everything changes, but the new economic reality has everything changing at a more rapid pace. To survive, managers must revamp processes and products so that they can change in real time to respond to market speeds. In many ways, “survival of the fittest” has become “survival of the swiftest.”

Managing the virtual world
By Golnaz Sadri and John Condia
The skyrocketing availability of communication tools has given enterprises the ability to establish project teams that include not only office compatriots, but members from other countries and continents. Some say management is management, but those who pick team leaders and members face additional challenges when managing their far-flung charges.

Applying great leadership lessons
By Timothy F. Bednarz
These days, the question of whether a leader is legitimate or illegitimate is not related to birth. Instead, it’s related to a matrix that includes credibility, trust and emotional bonds with key constituencies. Incorporating the qualities found from surveying great leaders can transform your organization into one that profits from doing the right things, not from cutting corners.

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