Industrial Management - September/October 2011

Contributors in this issueIndustrial Management - September/October 2011

The power of an open house 
By Dan Carrison
Businesses can reap obvious and not-so-obvious benefits from holding an open house. Such events can make customers burned by Web operators comfortable that you have a brickand- mortar reality, broaden your employees’ perspectives, gain buy-in from your employees’ families, and even intimidate the opposition. If open houses are good enough for U.S. Navy aircraft carriers, they are good enough for you.

SEMS Says 
By the Society for Engineering and Management Systems Board
Dean Creed encourages engineering managers to get involved with education so students from 10 to 14 years old learn systems thinking and collaboration. Suzanna Long writes about transportation industry opportunities for engineering managers.

Characteristics of really bad bosses
By Clinton O. Longenecker
An applied research study ferreted out the top “dirty dozen” characteristics of bad bosses. Such managers make life miserable for employees and hamper organizational performance. It is imperative to recognize what makes a bad boss and take steps to ameliorate the problems they can cause — either by getting the bad boss to change or by changing the boss.

Strategic planning for sustainability 
By Theresa J. Barker
Business managers and corporate executives understand that strategic planning has become more concerned with green manufacturing, or the process of adapting manufacturing practices for sustainability. Planning for regulatory developments, building a trustworthy “green” reputation with the public and incorporating new technology to make manufacturing processes more efficient can improve the bottom line. Cradle-to-cradle design provides a paradigm that can open new markets and build customer loyalty, all while conserving raw materials and natural resources.

Standard processes unlock tribal knowledge 
By Phillip Mueller and Umesh Saxena
Through experience, groups of people within an organization learn what is called tribal knowledge. While each participant knows some things, the group fails to combine the knowledge in the most optimal manner and transfer it efficiently to other group members. Determining the impact of tribal knowledge on an industrial process and creating a method for improving the process can eliminate mistakes and improve efficiency.

Avoid installation nightmares 
By Phil Wales
Real estate and facility management software has advanced to the point where system failures are rare. Implementation failures, on the other hand, are common. Executives that plan to upgrade their real estate/facility management information technology would do well to follow eight steps that can nip potential failure in the bud. This way, the organization will get what it needs to address business process performance.

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