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Industrial Management - March/April 2012

Contributors in this issueIndustrial Management - March/April 2012

Corporate secrecy’s unintended consequences
By Dan Carrison
Under the late Steve Jobs, Apple may have succeeded with a corporate culture obsessed with secrecy. But a monkish code of silence could encourage the growth of subcultures that begin to view other departments with suspicion. Openness, sharing and public awareness can build encouragement and confidence among your employees.

SEMS Says
By the Society for Engineering and Management Systems Board
By the Society for Engineering and Management Systems Board
SEMS has developed a network of volunteers geared toward reaching out to student members to help them with professional networking, publishing and other important factors. Andy Neely outlines his presentation as the SEMS featured speaker for the Engineering Management track at the Industrial and Systems Engineering Research Conference (ISERC), and SEMS previews the ISERC and Applied Solutions Conference scheduled for May.

Taking lean off the manufacturing floor
By Paul Golden
Although lean manufacturing has yielded solid improvements on the shop floor, its true value comes from replicating its benefits throughout an organization. Using lean as an enterprise management system in all areas can transform your company’s culture, drive innovation and capture market share.

Organizing for high-performance manufacturing
By Frank Lesmeister, Daniel Spindelndreier and Michael Zinser

In manufacturing, most improvement programs focus on shop-floor operations. Such optimization is critical, but in a world where everybody everywhere is competing for everything, organizational setup can block or pave the way for high-performance manufacturing. Figuring out your company’s strengths and weaknesses, choosing the right structure and making the right trade-offs can help you design the organization properly from the production plants right up to corporate headquarters.

Making the product development process work
By Leslie O. Magsalay

New product development and introduction can be the lifeblood of corporate success. But flying by the seat of your pants is no way to ensure innovation. Companies that aim to bring new products to the market consistently must have a solid framework for its product lifecycle process and use best practices so teams develop quality products that meet their customers’ needs, all while adhering to the target launch dates.

Reinventing re-engineering
By D. Keith Denton

In the 1990s, re-engineering was derided as the “fad that forgot people.” In truth, re-engineering may have been ahead of its time. Combining new social media with data visualization software allows organizations to use their own internal intranets to get the right information to the right people in real time. This combination can become a juggernaut that can help you re-engineer your business processes and systems to become more effective and efficient.

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