Background
Hayes, Robert Herrick was born on July 17, 1936 in Wakeeney, Kansas, United States. Son of Daniel Frank and Ruth Dee (Herrick) Hayes.
(This problem solver offers a wealth of remedies for Ameri...)
This problem solver offers a wealth of remedies for American industry's neglect of competitive manufacturing strategies and its resulting loss of productivity. Drawing upon the example of world-class and foreign manufacturers, the book illustrates what American industry must do in terms of manufacturing capability to regain a preeminent spot in the marketplace.
http://www.amazon.com/gp/product/0471051594/?tag=2022091-20
(Hayes is a founder of the Operations Strategy field, and ...)
Hayes is a founder of the Operations Strategy field, and all four authors are on the Harvard Business School faculty. In Operations, Strategy, and Technology: Pursuing the Competitive Edge--the long-awaited follow-up to the highly successful classic, Restoring Our Competitive Edge--Bob Hayes, Gary Pisano, Dave Upton, and Steve Wheelwright take a fresh look at the foundations of corporate success. This book addresses the basic principles that guide the development of a powerful operations organization, and describes how a company's operating and technological resources can be applied to create a sustainable competitive advantage in today's "new" (global and IT-intensive) economy. Achieving a competitive advantage through superior operations is what the authors refer to as the "operations edge."
http://www.amazon.com/gp/product/0471655791/?tag=2022091-20
( It is management, and particularly managers' willingnes...)
It is management, and particularly managers' willingness to learn and change -- not unfair competition or unsupportive economic policies -- that is at the heart of America's manufacturing crisis, contend Robert Hayes, Steven Wheelwright, and Kim Clark. These world-renowned authorities on manufacturing and technology base their conclusion on studies of hundreds of American and foreign firms. Writing for general managers in this long-awaited successor to their award-winning Restoring Our Competitive Edge, the authors go beyond the structural decisions -- the "bricks and mortar" of facilities and equipment -- to the infrastructure of a manufacturing company: the management policies, systems, and practices that must be at the core of a world-class organization. Most importantly, they address the difficulty of creating that infrastructure, emphasizing the management leadership and vision that are required. This thorough and comprehensive volume points out the weaknesses of traditional management practices, which are built into authoritarian, hierarchical organizations. The authors show dramatically how many companies today are breaking out of this "command and control" mentality and creating a whole new set of relationships involving workers and managers, engineering, marketing and manufacturing, and suppliers and customers, which is giving them a competitive advantage in the international marketplace. Comparing the companies that are winning with those that are losing market position, Hayes, Wheelwright, and Clark conclude that the key differences are that the winners focus on creating value for customers, continual improvement, quick adaptability to change, and extracting the full potential of their human resources. They constantly strive to be better, placing great emphasis on experimentation, integration, training, and the building of critical organizational capabilities. They are, in short, "learning" organizations. Dynamic Manufacturing explores in depth such key infrastructure issues as capital budgeting, performance measurement, organizational structure, and human resource management, demonstrating how they interact to foster productivity growth, new product development, and competitive advantage. The book shows today's managers how to implement the changes that must be made if they want to create a truly superior manufacturing company. Taking concerned, committed managers step-by-step on the path toward better products, lower costs, and increased profits, this seminal work provides a road map for manufacturing firms seeking to build a competitive advantage through manufacturing excellence.
http://www.amazon.com/gp/product/0029142113/?tag=2022091-20
(Designed for the second year elective opted by a third of...)
Designed for the second year elective opted by a third of the student body at the Harvard Business School, Hayes, Pisano and Upton break new ground in this text/casebook by emphasizing the manufacturing process itself as a competitive weapon. Today, companies typically adopt one or more of a growing number of improvement programs, such as TQM (Total Quality Management), JIT (Just-in-Time) production, and DFM (Design for Manufacturability). The majority of these improvement efforts, according to recent surveys, have not been successful. By pinning their hopes on a few best-practice approaches, managers implicitly abandon the central concept of a strategy in favor of a generic approach to competitive success. In clear, accessible prose, the authors propose a new explanation for the problems companies face by specifying the kind of competitive advantage each company is seeking in its marketplace and articulates how that advantage is to be achieved.
http://www.amazon.com/gp/product/0684823055/?tag=2022091-20
technology management educator
Hayes, Robert Herrick was born on July 17, 1936 in Wakeeney, Kansas, United States. Son of Daniel Frank and Ruth Dee (Herrick) Hayes.
Bachelor, Wesleyan University, 1958. Master of Science, Stanford University, 1962. Doctor of Philosophy, Stanford University, 1966.
AM (honorary), Harvard University, 1973.
Professor, Harvard University, Boston, 1966-1991; Caldwell professor business administration, Harvard University, Boston, since 1991; senior associate dean, 1992-1998. Board directors Helix Technology Corporation, Mansfield, Massachusetts, Perkin-Elmer Corporation, Norwalk, Connecticut.
( It is management, and particularly managers' willingnes...)
(Designed for the second year elective opted by a third of...)
(This problem solver offers a wealth of remedies for Ameri...)
(Hayes is a founder of the Operations Strategy field, and ...)
Trustee Wesleyan University, Middletown, Connecticut, 1985-1988. Fellow: Design Management Institute (life), Production and Operations Management Society (life).
Married Priscilla Jane Alden, August 25, 1963. Children: Melissa, Jonathan, Michelle.