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A Change Process...That Changes
Pages 13-18

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From page 13...
... By focusing on continuous improvement in manufacturing throughout the full new product realization cycle (especially during the phases of concept formulation and early design) and by using modern manufacturing management techniques and technologies, these large corporations have been able to achieve major improvements in cost, time to market, and quality of their products.
From page 14...
... · Xerox's transformation, based on benchmarking comparable external activities, has enabled it to regain product design and manufacturing leadership in office copier products after Japanese competitors gained major market share a decade ago. · Ford Motor Company's financial problems in the late 1970s led to many changes within the company, including company downsizing, remodeling the product design process, and improving supplier relations.
From page 16...
... 16 BREAKING THE MOLD .~ jogs' (in¢luding SPC . In l992,:ea h emplo e received an average of;28 hours of Talking in these and other skills, including team training.
From page 17...
... e Pi h record tes efemph otal ualit Man | ~ ageme tech ctittes Amoco rtint~ou; quash i~aphievemebtly l' Q Y ; ~ I fists, improved supervisor-employee relations, and dramatic reductions in personnel-related paperwork have resulted. · Rockwell Tactical Systems Division in Duluth, Georgia is one example of a defense contractor that has aggressively pursued total quality with impressive results: scrap and rework reduced by 74 percent, test yields raised by 200 percent, and manufacturing cycle time reduced by 50 percent.
From page 18...
... At the core of this change process is the active participation of the wide spectrum of powerful interests in defense manufacturing. Representatives from the Congress, the White House, the military services, DoD management, and the industrial base must all participate in development of a vision, goals and objectives, and specific actions.


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