Retooling a Pool of Talent: Michigan Reaches Out from Brawn to Brains
Diego Rivera’s famous mural of Detroit’s industry depicts big, muscular men pulling on steel and manipulating heavy machines as they mold new cars. But if Rivera were here today, how would he see the city? Probably not muscling steel girders around. He’d see MBAs and computer geeks creating the modern automotive world in front of their computers.
Process Management Framework
Two articles back we talked about the role of the process owner. This person is a critical leader and driver of change, but can’t make it happen alone. Operational innovation in the process enterprise can produce significant performance improvement, but it requires close teamwork across multiple departments to achieve its full potential. Today’s article looks at the cross-functional infrastructure necessary to support the process owner in driving change.
Process Performance Metrics
In the previous two installments, we discussed the process enterprise and how it is created in an organization. Last issue in particular, we identified that one of the key roles of the process owner is to identify important dimensions of process performance and establish appropriate measures. This week we’ll talk about key differences between traditional measures of performance and the new measures needed in a process enterprise.
DST Asks: Do You Sell from Inventory Locations that are Not Your Own or Are You Making Plans To?
The old maxim “You can’t sell from an empty shelf” has become outdated. Why? Because technology can ensure that shelves are never bare, at least from the customer’s standpoint, with the advent of the Virtual Inventory Network (VIN) — a term coined by DST to encompass B2B, B2C, and Peer-to-Peer e-commerce. A VIN, also sometimes referred to as a Virtual Sales Network, can provide leverage and cohesiveness of shared inventory across multiple trading partners both up and down and across the supply chain.
Defining Your Process Model
In our last article we identified seven critical attributes of the process enterprise. Starting today, we’ll spend several weeks exploring some of the practical issues involved in bringing these key attributes to your own organization.
Experts Warn Industry’s Growth in South Carolina Will Be Flat at Best
South Carolina is chasing automotive manufacturing jobs even as the industry’s work force is slipping away from the U.S. Some experts warn South Carolina will lose its auto jobs too, as automakers and parts companies move jobs abroad or squeeze out jobs at home through efficiency gains. Some experts warn South Carolina will lose its auto jobs too, as automakers and parts companies move jobs abroad or squeeze out jobs at home through efficiency gains.
Defining The Process Enterprise
In this week’s article we’ll deal with a fundamental question: What is a “process enterprise” and how does it differ from the kind of enterprise most of us are living in today?
Foreign Countries Try to Lure Auto Jobs
Luis Salazar’s booth is one of the largest at the Society of Automotive Engineers World Congress, with four columns, flags and several comfortable leather chairs. But with space that rivals General Motors Corp.’s and Ford Motor Co.’s exhibits, Salazar isn’t pushing cool 21st-century technology, sensors or car parts — he’s pushing Mexico. If you have jobs, the Mexican deputy trade commissioner has plenty of land, workers and a proven track record with the auto industry to offer.
Auto Part Suppliers Study Jobs
Automotive jobs will continue to leave Michigan, but there are remedies, says a report on the future of manufacturing to be delivered today at the opening session of the Society of Automotive Engineers World Congress in Cobo Center in Detroit. The U.S. is expected to see an 11 percent drop in its automotive production jobs by 2010, according to “The Odyssey of the Auto Industry” a study conducted by Roland Berger Strategy Consultants for the Original Equipment Suppliers Association.
AMN Perspectives by Thomas Group: Experience at Work
In our last article we raised the issue of conflicting department strategies without really addressing it. Let’s do that now. As an example, what happens when finance drives for lower inventory levels to minimize working capital costs, sales and marketing promises customers more inventory to improve service, and production plans long manufacturing runs with low flexibility to maximize favorable variances? The results will not be pretty.