Background
Clark, Kim Bryce was born on March 20, 1949 in Salt Lake City. Son of Merlin and Helen Mar (Hickman) Clark.
( 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
(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
( 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
Clark, Kim Bryce was born on March 20, 1949 in Salt Lake City. Son of Merlin and Helen Mar (Hickman) Clark.
Bachelor in economics, Harvard University, 1974. Master of Arts in economics, Harvard University, 1977. Doctor of Philosophy in economics, Harvard University, 1978.
From assistant professor to professor Business School, Harvard University, Boston, 1978-1989; Harry E. Figgie professor business administration Business School, Harvard University, Boston, 1989-1995; dean Graduate School Business Administration, Harvard University, Boston, since 1995. Board directors Ceramics Process System Corporation, Milford, Massachusetts, Analysis Group, Belmont, Massachusetts, Automotive Industries, Inc.
( It is management, and particularly managers' willingnes...)
( It is management, and particularly managers' willingnes...)
(This book is the culmination of six years of research con...)
(New products have been a source of fascination and excite...)
( We live in a dynamic economic and commerical world, sur...)
( We live in a dynamic economic and commerical world, sur...)
(Book by Clark, Kim B., etc.)
(Book by Clark, Kim B., etc.)
Co-author: Industrial Renaissance, 1983, Dynamic Manufacturing, 1988, Product Development Performance, 1991, Revolutionizing Product Development, 1992, Leading Product Development, 1995, Design Rules: The Power of Modularity, 2000. Editor: The Uneasy Alliance, 1985. Co-editor: The Perpetual Enterprise Machine, 1994.
Contributor articles to professional journals.
Coordinator Belmont Youth Basketball, since 1983. Member Institute of Electrical and Electronics Engineers (associate member), American Economic Association, Institute Management Science.
Married Sue Lorraine Hunt, June 14, 1971. Children: Bryce, Erin, Jonathan, Andrew, Michael, Julia, Jennifer.