Kirjahaku
Etsi kirjoja tekijän nimen, kirjan nimen tai ISBN:n perusteella.
1000 tulosta hakusanalla Richard J. Walter
No company is built to last, argues world-renowned manufacturing guru Richard J. Schonberger. In this devastating indictment of current manufacturing practices, Schonberger submits a four-part revolutionary plan to solve the manufacturing crisis for good.From his statistically reliable database of 500 top global manufacturers, Schonberger finds that by the critical worldwide standard of lean production—shedding inventories –General Motors, General Electric, Toyota, and other world leaders have stopped improving. He presents powerful evidence that in recent years record profits have covered up waste and weakness. Clearly a lack of will to renew and recover from the natural tendency toward regression and erosion, it is more than a matter of garden-variety complacency—devastating as that is in this new era of global hypercompetition. Schonberger asserts that the inclination of industry leaders to engage in stock hyping to gain a quick fix from the dot-com explosion has distracted attention from "the basics" of world-class excellence. Among other villains contributing to the crisis, Schonberger contends, are newly hired managers with no trial-by-fire experience; bad equipment, systems, and job design; and retention of unprofitable customers and anachronistic command-and-control managerial hierarchies. What to do? Just as he introduced the legendary "just-in-time" framework to the West in the 1980s, Schonberger prescribes strong medicine to cure our current malaise. Find your blind spots, he says. Roll confusing, time-sapping initiatives into a master program that is immune from "the flavor of the month." Put lean into heavy-handed control systems. Develop products and standardize processes at "home base" for ease of migrating volume production anywhere in the world.
Richard Schonberger, in his fourth and most important book yet, introduces a powerful new concept: that the many links between and within the four main business functions -- design, operations, accounting, and marketing -- form a continuous "chain of customers" that extends to those who buy the product or service. Everyone has a customer -- the next department, office, shop, or person -- at the hundreds of pioneering companies Schonberger has studied throughout the world.Schonberger demonstrates the universality of customer wants: Both the next and final customers want ever better quality, quicker response, greater flexibility, and lower cost. This condition provides a common strategy and calls for common methods to be used across the organization. Every employee is a data gatherer and analyst, unearthing more and better ways to provide for these customers' wants -- before the competition does so.As the new thinking and methods permeate every comer of the firm, they topple departmental walls and adjust gang-like mind-sets and "them-versus-us" attitudes. Performance is no longer measured by internal costs but by improvement as seen by the next customer; direct control of causes generally replaces after-the-fact control of costs. Design is brought out of isolation. Finally, with the rest of the firm reoriented toward customer service, marketing escapes from a "negative" mode -- covering up for failures -- to a positive one -- crowing about the firm's competence and ability to improve.With the close attention to detail for which he has become famous, Schonberger constructs a blueprint for unifying corporate functions, brilliantly describing the new microcosms that will make up the company of the 1990s -- focused teams of multi-skilled, involved employees arranged according to the way the work flows or the service is provided -- that compose the chain of customers. Aetna, for example, is organizing customer-focused teams that cut across underwriting and the administrative functions. At Hewlett-Packard, teams of marketing, manufacturing, and R&D people have already gone through several iterations of "activity-based costing", which provides product designers with previously unavailable data for shaving costs throughout product life cycles. And at Du Pont, even production people on the factory floor are involved in assessing competitors' product quality and probable costs and methods. Through these and hundreds of other real company examples, Schonberger shows how the customer-driven chain of action leads directly to the kinds of bottom-line performance that have been so elusive to executives who manage at a distance "by the numbers" -- namely, higher profits, greater security, and gains in market share at the expense of the laggard competion.
In his best-selling book "Japanese Manufacturing Techniques, " Richard J. Schonberger revolutionized American manufacturing theory and, more important, practice. In that breakthrough book, he revealed that Japanese manufacturing excellence was not culturally bound. Offering the first demystified explanation of the simple techniques that fueled Japan's industrial success, he demonstrated how the same methods could be put to work as effectively in U.S. plants. Now, in "World Class Manufacturing, " Schonberger returns to tell the success stories of nearly 100 American corporations -- including Hewlett-Packard, Harley-Davidson, General Motors, Honeywell, and Uniroyal -- that have adopted the famed just-in-time production and "total quality control" strategies. Based on his firsthand experience as a major consultant to American industry, he examines how they did it -- and illustrates how the same concrete, specific steps used by these top companies can be implemented in any factory today. What's more, Schonberger shows that his bold concepts and reforms apply equally to all industries, whether the product is computers, pasta, or trucks, and to all divisions -- from manufacturing and engineering to accounting and marketing. According to Schonberger, world-class manufacturing depends on blended management -- rather than domination by a separate group of managers -- which marshalls resources for "continual rapid improvement." To achieve world-class status, companies must change procedures and concepts, which in turn leads to recasting relations among suppliers, purchasers, producers, and customers. Acknowledging the difficulty inherent in such changes, Schonberger stresses that employee involvement and interaction, both on the shop floor and in the decision-making/problem-solving process, is key. Wary of those who view improvement in terms of modernizing equipment, he points out that making maximum use of people and current machinery is a company's first priority; automation, if necessary, should come much later. "World Class Manufacturing" also includes Schonberger's 17-point action agenda to guide innovators toward manufacturing excellence, from getting to know the customer to cutting the number of suppliers, reducing error in production, and deciding when and how to automate. Indispensable for all manufacturing innovators who aim to keep ahead of the competition, this inspiring, groundbreaking volume does much more than just recommend or theorize about the new manufacturing approach. Plainly, realistically, and logically, it explains "how it's done."
In Search of The Woman Warrior: Role Models For Modern Women: Expanded Edition
Richard J. Lane; Jay Wurts
Booksurge Publishing
2006
nidottu
Confessions of an Old Geezer are just that! Dick's reflections of his childhood during the turbulent years of the 20's and 30's when he and his family struggled for their very survival. World War II interrupted his life when he served for 39 months in the military rising to the rank of Captain in the Corp of Engineers. Upon completing his military obligation Dick returned to his previous position with the Eastman Kodak Company in Rochester, New York. He explains his life as a shift worker and what prompted him to leave his position at Kodak to pursue a business in the Recreational Vehicle field. Dick, and his wife, Vivian, parlayed a meager $1.500.00 into an annual gross sales of over $4,000,000.00. Dick has many interesting, humorous, and daring tales of his adventures during 22 years of business ownership, camping and cruising followed by a closing chapter titled: Reflections.
While some sought money, fame, or education, or some other goal or theme in their books and writing, the author focused and aimed his sights on the experiences garnered in life; and to the best of his ability, he was a seeker of the supreme power of the universe. Conscious union with God had actually always been of great importance for Richard, since he first thought about such things at an early age. It seemed simple and basic enough for Richard to regard it as a pillar to his real goal of eternal happiness. The idea is that The Metamorphosis of the worm into butterfly (Papillion) involves spinning, changing, and giving birth; in this case, to dreams, reflections, and visions of a silk of the highest order, and the turning of bombers to butterflies, above our worlds. NOTE: Borrowed metaphors purposely from Kafka, Papillion, Jung, and: Woodstock by Joni Mitchell.
Killer Apes, Naked Apes, and Just Plain Nasty People
Richard J. Perry
Johns Hopkins University Press
2015
sidottu
We like to think that science always illuminates. But the disturbing persistence of the concept of biological determinism-the false idea that human behavior is genetically fixed or inherently programmed and therefore is not susceptible to rapid change-shows that scientific research and concepts can be distorted to advance an inhumane and sometimes deadly political agenda. It was biological determinism that formed the basis of the theory of eugenics, which in turn led to the forced sterilization of "misfits" and the creation of Nazi death camps. In Killer Apes, Naked Apes, and Just Plain Nasty People, anthropologist Richard J. Perry delivers a scathing critique of determinism. Exploring the historical context and enduring popularity of the movement over the past century and a half, he debunks the facile and the reductionist thinking of so many popularizers of biological determinism while considering why biological explanations have resonated in ways that serve to justify deeply conservative points of view. Moving through time, from the prevalence of overt racism in the late nineteenth and early twentieth centuries to "human nature" arguments, from the rise of sociobiology in the 1970s to the current fixation on evolutionary psychology, the book argues that both history and cross-cultural studies amply demonstrate the human capacity for growth and self-determination. Clearly written, conversational, and rationally argued, this book promotes sound and careful research while skewering the bogus ideological assertions that have been used to justify colonialism, slavery, gender discrimination, neoliberal economic policies, and the general status quo.
A compelling guide to understanding cancer and embracing life.Rogue Cells is the essential guide to navigating cancer diagnosis and treatment. Coauthored by Dr. Richard J. Jones, an internationally renowned cancer physician and researcher, and T. Michael McCormick, this guide provides the important information that patients and physicians need to approach cancer with more hope and less worry and fear.With an engaging blend of science and humor, Jones and McCormick discuss everything from the causes of cancer to preventative measures and treatment options. Their goal is to educate and reassure readers by translating the science into everyday conversational language covering the biology of cancer, the state of current research, prospects for treatment, and different ways to approach a diagnosis.For anyone who wants to understand the mechanisms of cancer and how best to make informed decisions about diagnosis and treatment, this work offers a guide to the cancer journey, and how best to navigate it.
