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Industrial Management - May/June 2010

Contributors in this issueIndustrial Management - May/June 2010

Celebrate Early, Often and in Midstream
By Dan Carrison
Private enterprise should take a page from government and hold ground-breaking ceremonies for major projects. Such celebrations held before and during projects can create a whole new level of informal management and pride among employees’ family members.

Planning for the Post-Recession Economy
By Jeff Owens
As the brutal recession ends, U.S. manufacturers must be careful not to lapse into their poor pre-recession habits. Keep close tabs on the financial health and debt loads from all parts of your companies, not just the company as a whole. Continue to examine your enterprise through the customers’ points of view and take care of your work force.

Are You the Sheriff of Nottingham?
By Michael Huston and Donald A. Kennedy
In organizations where dissent is discouraged, employees may decide to jump the chain of command to find a champion for their ideas. Examining the Robin Hood myth can help you avoid being the wicked Prince John or the evil sheriff of Nottingham in these situations.

From Divided to Ignited to United
By Vicki Flier Hudson
Your offshore business can be more than an information dump. Cultural education and team building can unite your global teams, leveraging them to operate as a single entity.

A New Network to Create Demand
By Hunter Hastings and Jeff Saperstein
Global business executives face a host of pressures: volatile markets, security issues, global competition and emerging new business models. In the 21st century, replacing hierarchical, job-description-driven organizations with boundary-less, role-driven networks will help your business eliminate silo walls, resulting in customer-centric networks that create demand and value. Demand creation is the new goal for a new century.

Turning the Corner
By Li Aiqiang
As more companies introduce and apply lean manufacturing, too many concentrate solely on tools such as value stream mapping, kanban and time and motion. While those tools are important, companies must pay attention to culture in order to benefit from a lean transformation. To be successful, you must have a solid change management strategy.

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