|About the Book|
The manager of the future needs to understand that there is a relationship between advances in technology and the collapse of product life cycles. As the speed of innovation increases, there is more demand for new products and for old products to beMoreThe manager of the future needs to understand that there is a relationship between advances in technology and the collapse of product life cycles. As the speed of innovation increases, there is more demand for new products and for old products to be improved. Only companies that develop the flexibility to rapidly respond to these new demands will survive into the new millennium. The manager of the future knows that the key to achieving this rapid flexibility is willingness to change and an understanding of the two Principles of Process Management. There are two directions for change- a change can be deterioration or improvement. The First Principle of Process Management states that a fundamental understanding of BOTH the product and the process is essential to improvement. Both the product and process must be understood individually and separately. The underlying component for improving the product is the process. Many people are tempted to monitor and study the product only, since the product is the goal and end result. However, a knowledge base that contains only data about end products is extremely limiting, and ultimately fatal. When a change occurs, the product characteristics will change. Without process knowledge, the reason for the change is unknown. If the change has been deterioration, not understanding the reason for the change is terrible. If the change has yielded improvement, not understanding the reason for the change is catastrophic, because the improvements will not be consistently replicable. In Become the Manager of the Future, author James Abbott introduces the Walkabout(tm) Dependency Diagram which is the best tool available for learning, studying, and monitoring product AND process characteristics or metrics.The Second Principle of Process Management is the Division of Labor. Division of Labor is the framework for all aspects of decision-making. It must be clearly understood to separate the strategic and tactical decisions. Operations makes the tactical decisions of running the facility. Management makes the strategic decisions of assessing the facilitys suitability for the job. Only by working as two parts of the same team can both of these groups effectively run a facility. Operations must monitor the process and product and alert management when there has been a change. Management must assess the change to determine whether it has been improvement or deterioration, and decide whether to keep the change and the changed product, or to rework the process to return the product to its original state.The understanding and implementation of these two business principles is the foundation for any successful improvement plan. Since these are principles and not steps or rules, they can be employed in any manufacturing or service industry that involves any sort of continuous process. The concepts taught in Become the Manager of the Future will be of interest and use to: plant managers who want to better understand their role within their organization- small business owners who cannot afford to hire a contractor or consultant to oversee the implementation of an improvement project- new graduates who want a head start understanding the principles of successful process management- or anyone who is dedicated to making decisions based on sound, fact-based data.James Abbott describes the two Principles of Process Management, their implementation, and implications using his inimitable down home southern style. Using many examples from his years in industry and as a consultant, Mr. Abbott frames his lessons in a business context. His conversational style is a welcome relief from more conventional, jargon laden business books. A true commitment to change and improvement, coupled with the principles introduced in Become the Manager of the Future, has led some companies to increase efficiency by one hundred percent in under two months, and to cut scrap on a single machine by forty percent in one day. Together with Practical Understanding of Capability by Implementing Statistical Process Control, an all-phase improvement project implementation is possible -- and its success guaranteed.