Dan Dimancescu - The Lean Enterprise: Designing and Managing Strategic Processes for Customer-Winning Performance

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title	:	The Lean Enterprise : Designing and Managing Strategic Processes for Customer-winning Performance
author	:	Dimancescu, Dan.; Hines, Peter.; Rich, Nick.
publisher	:	AMACOM Books
isbn10 | asin	:	0814403654
print isbn13	:	9780814403655
ebook isbn13	:	9780585024868
language	:	English
subject	Industrial management, Business planning, Organizational change, Communication in management, Industrial management--Case studies.
publication date	:	1997
lcc	:	HD31.D534 1997eb
ddc	:	658.4/012
subject	:	Industrial management, Business planning, Organizational change, Communication in management, Industrial management--Case studies.

THE LEAN ENTERPRISE Designing and Managing Strategic Processes for Customer-Winning Performance Dan Dimancescu Peter Hines Nick Rich AMACOM American Management Association New York Atlanta Boston Chicago Kansas City San Francisco Washington, D.C. Brussels Mexico City Tokyo Toronto

This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Dimancescu, Dan. The lean enterprise : designing and managing strategic processesfor customer-winning performance / Dan Dimancescu, Peter Hines, Nick Rich. p. cm. Includes index. ISBN 0-8144-0365-4 (hard) 1. Industrial management.2. Business planning. 3. Organizational change.4. Communication in management. 5. Industrial managementCase studies. I. Hines, Peter. II. Rich, Nick.III. Title. HD31.D5341997 658.4'012dc21 97-3891 CIP 1997 Dan Dimancescu, Peter Hines, and Nick Rich All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5 4 3 2 1

To Katherine, Jane, and Fiona for their patience and support

Page vii CONTENTS Foreword xi Acknowledgments xiii Introduction xv PART I SEEING THE WHOLE 3 Chapter 1 The Vital Few The Big Four: Q, C, D, and Product Development Westernizing Strategic Process Management How Milliken & Company Got Started Families of Processes Creating Awareness 5 Chapter 2 Whole Organizations Recurring Patterns of Behavior Design Principles 23 Chapter 3 A Three-Tier System New Roles and Responsibilities A Transfer of Power 37 Chapter 4 Nonlinear Teaming Aligning the Three-Tier System 48 Chapter 5 Managing the Rate of Charge Strategic Choices 58

Page viii Chapter 13 Crafting the Transition Trico's Supplier Association Impressions to Date Planning for the Future 176 PART V LIFTING THE BAR 191 Chapter 14 Bamboo to Composites 193 Appendix: A Checklist for Supplier Association Success 199 Index 209

Page xi FOREWORD Managers are exhausted by programs and tired of techniques! Yet they know that "the times they are a-changing" and the sand is shifting under their feet. What worked yesterday no longer works today. Customers are more demanding, competitors are sharper on their feet, and new markets and new competitors are emerging in East Asia to challenge them. Most of the new management recipes over the last ten years have run their course without having a lasting impact on the bottom line. They comeand they go. Employees just await for managers to lose interest and move to the next initiative. Middle managers juggle change programs and steal resources to implement those whose champions shout the loudest. Top management uses change programs to bargain for resources in the annual corporate planning round, but rarely does it stop to disentangle the results of its programs from the many other shocks that rock the business during the year.

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