Succeeding with 80/20
Article Abstract:
A manufacturing company was able to improve its performance by relying on such techniques as the 80/20 rule, simplification, reduction of organizational structure and empowerment. Originally, this company decided to implement activity-based costing (ABC) as several others have done. However, it was acquired by another company whose philosophy did not follow ABC but favored the abovementioned techniques. ABC was therefore dropped by the company and the philosophy of its acquirer embraced. For instance, it streamlined its product line by focusing on 20% of its products which contributed to 80% of its revenues. It also minimized bureaucracy by reducing organizational levels from 10 to just three. Plant layout, product design, purchasing, stock room management, production control and performance measures were also revamped in accordance with the philosophy of its acquirer.
Publication Name: Management Accounting (USA)
Subject: Business, general
ISSN: 0025-1690
Year: 1999
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Partners in the workplace
Article Abstract:
Faultless Caster Corp., a manufacturer of furniture parts and casters, improved its employee relations and productivity by implementing a modified version of quality circles called Faultless Improvement Circles. The circles consisted of 3 to 12 employees from the same department who would meet once a week to discuss work-related problems. The groups make recommendations to management or implement the needed changes themselves. The program has been continually successful since it was started in 1981 because the company's executives are committed to the idea of participatory management and because the employees have real decision-making authority.
Publication Name: Management Accounting (USA)
Subject: Business, general
ISSN: 0025-1690
Year: 1986
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From the task triangle to the knowledge networks
Article Abstract:
Organisations are not made up of individual groups which separately contribute to their company but the groups are interrelated to each other. Greater use of network systems and the Internet emphasize the interconnection between and within companies. Prior to creation of a change process a complete review of the organisation should be initiated. It must communicated throughout the company before it is implemented. Firms need to change from a hierarchial to a networked system. A networked system allows change to happen more readily and it encourages the sharing of information.
Publication Name: Organisations & People
Subject: Business, general
ISSN: 1350-6269
Year: 1998
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