Education
Harvard University; Brigham Young University.
( 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
( We live in a dynamic economic and commerical world, sur...)
We live in a dynamic economic and commerical world, surrounded by objects of remarkable complexity and power. In many industries, changes in products and technologies have brought with them new kinds of firms and forms of organization. We are discovering news ways of structuring work, of bringing buyers and sellers together, and of creating and using market information. Although our fast-moving economy often seems to be outside of our influence or control, human beings create the things that create the market forces. Devices, software programs, production processes, contracts, firms, and markets are all the fruit of purposeful action: they are designed.Using the computer industry as an example, Carliss Y. Baldwin and Kim B. Clark develop a powerful theory of design and industrial evolution. They argue that the industry has experienced previously unimaginable levels of innovation and growth because it embraced the concept of modularity, building complex products from smaller subsystems that can be designed independently yet function together as a whole. Modularity freed designers to experiment with different approaches, as long as they obeyed the established design rules. Drawing upon the literatures of industrial organization, real options, and computer architecture, the authors provide insight into the forces of change that drive today's economy.
http://www.amazon.com/gp/product/0262024667/?tag=2022091-20
(This book is the culmination of six years of research con...)
This book is the culmination of six years of research conducted at the Harvard Business School on how different manufacturing firms around the world approach the development of new products. Its principal focus is the impact of strategy, organization, and management on this critical component of business strategy. This book represents a lengthy study of product development in the world motor car industry, provides detailed information on how the Japanese came to dominate the motor car industry and describes what manufacturers must do to regain competitiveness.
http://www.amazon.com/gp/product/0875842453/?tag=2022091-20
Harvard University; Brigham Young University.
He served previously as the 15th president of Brigham Young University–Idaho from 2005 to 2015, and as the dean of the Harvard Business School (Harvard Business School) from 1995 to 2005, where he was also the George F. Baker Professor of Business Administration. Following his mission, Clark enrolled for a time at Brigham Young University. In 1971, he resumed his studies at Harvard, where he received Bachelor of Arts (1974), Master of Arts (1977), and Doctor of Philosophy (1978) degrees in economics.
Clark joined the Harvard faculty in 1978 and served as Dean of the Harvard Business School from 1995 to 2005.
As a professor at the Harvard Business School, Clark"s research focused on modularity in design and the integration of technology and competition in industry evolution, particularly within the computer industry. He has published several articles in the Harvard Business Review and other peer-reviewed academic journals.
A few of his papers were co-authored with former Harvard Business School associate dean and former Brigham Young University-Hawaii president Steven C. Wheelwright. On January 27, 2015, it was announced that effective April 13, 2015, Clark would be succeeded by Clark Gilbert as the president of Brigham Young University–Idaho.
From 2007 to 2014, Clark served as an area seventy in the church"s Idaho Area.
On 1 August 2015, he succeeded Paul V. Johnson as the Commissioner of Church Education.
( It is management, and particularly managers' willingnes...)
(This book is the culmination of six years of research con...)
( We live in a dynamic economic and commerical world, sur...)
(Book by Clark, Kim B., etc.)
On April 4, 2015, Clark was sustained as a member of the First Quorum of the Seventy.