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Industrial Management - July/August 2010

Contributors in this issueIndustrial Management - July/August 2010 

Managing Readiness
By Dan Carrison
Most CEOs agree that preparing for disaster is wise, but many might recoil at the costs. However, periodic crisis-management drills can help you perform better under “normal” conditions, even if your company never is faced with a disaster the size of the Gulf oil leak.

SEMS Says
By Society for Engineering and Management Systems Board
Deb Laudenslager and Eileen Van Aken highlight how companies can build trust with their project teams and the importance and benefits of volunteering with IIE and SEMS.

Portfolio Management Sharpens Business Reaction
By Terry Doerscher
Don’t let portfolio management be another new business management technique that lags behind. Grouping together products, services, projects, infrastructure, strategies and other business processes allows managers to examine collected disparate information and rapidly enact changes to meet continually evolving market demands.

Measuring the Cost of Quality
By Richard E. Crandall and Oliver Julien
The cost of poor quality in manufacturing and service companies ranges from 5 percent to 40 percent of your sales dollar. Despite that, measuring a company’s quality costs is difficult. The drive to increase quality to the ultimate level of perfection requires managers to support an integrated approach to measuring and improving quality.

Constructing Integrated Project Delivery
By Peter Furst
Improving productivity in construction projects is a difficult task. Much of that comes from the adversarial relationship between the owners, designers and builders. Integrated project delivery overcomes these barriers by creating a system that integrates people, operational processes, business practices and organizational systems into a collaborative framework.

Are Your Employees Fit for Duty?
By Rowena Valtairo Coliflores and Brian Kleiner
Employers who want to use a Fitness for Duty Evaluation (FFDE) must pay close attention to ethics and the law. FFDEs can tell an employer whether workers have psychological or psychiatric conditions that prevent them from fulfilling their duties. It is incumbent upon employers to stress that such testing is not a punishment, but rather a suitable treatment for personality changes that might lead to declining work performances.

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