Industrial Management - May/June 2011
Contributors in this issue
An audacious pursuit of customers
By Dan Carrison
The world outside of free enterprise has yielded a number of ideas that can be incorporated into business and industry. For example, take the FBI’s “Ten Most Wanted Fugitives” list. What would happen if you posted and advertised a list of your 10 most wanted customers? Such audacious pursuit could increase organizational confidence, motivate workers and lure some of those customers into your fold.
Empowerment for the bottom line
By Golnaz Sadri
Success stories from employee empowerment abound in business literature. But that strategy might not succeed at every level of every corporation. Executives need to figure out if their organizations will benefit from employee empowerment. If the answer is yes, then executives need to enact organizational and managerial activities that lead to empowered employees because profit surely will follow.
Choosing the right manufacturing paradigm
By Giovani J.C. da Silveira and Rui S. Sousa
Developing superior manufacturing competitiveness is back on the agenda of developing economies. Different approaches for decision making have been proposed to achieve this objective. This article discusses the extent to which the three main approaches of building capabilities, adopting best practices and maintaining fit may explain improvements in quality, delivery and flexibility performance in manufacturing.
A toolkit for balanced outsourcing
By Tarikere T. Niranjan and Shashank S. Rao
A holistic, long-term view of outsourcing’s performance requires looking beyond financial measures to include market and consumer-centric measures. A research study that used the online retail industry as an example provides guidelines on how organizations can evaluate themselves and develop insights into whether they are outsourcing too much, too little or just right.
Wisdom for your supply chain
By Zachary M. Leffakis
What concept of “wisdom” will help organizations address critical issues when managing supply chains? Supply chain managers might consider it wise to focus on how decisions affect their company only. But neglecting how your decisions affect the entire supply chain network can have long-term implications that hamper the network and your company. The right kind of wisdom can help managers make better decisions.