Bridgestone of Japan acquired Firestone, a United States corporation, in early 1988. This article describes the integration process of the two organizations' cultures. There are many lessons in the approach that s...
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Bridgestone of Japan acquired Firestone, a United States corporation, in early 1988. This article describes the integration process of the two organizations' cultures. There are many lessons in the approach that should apply to a variety of organizations. The Strategic Improvement Process, a rather highly structured approach, harnesses the strengths of both the Japanese and American organizations and starts the manufacturing and technical departments on the road to excellence.
Focuses on the types of encouraged innovation in the U.S. Benefits of innovation; Model of planned innovation; Industry-cluster model of innovation; Regeneration model of fundamental innovations.
Focuses on the types of encouraged innovation in the U.S. Benefits of innovation; Model of planned innovation; Industry-cluster model of innovation; Regeneration model of fundamental innovations.
Compliance with the Medical Devices Directive (93/42/EEC) became compulsory for all medical devices placed on the European market in June 1998. Under the directive, manufacturers are required to fulfil a number of req...
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Compliance with the Medical Devices Directive (93/42/EEC) became compulsory for all medical devices placed on the European market in June 1998. Under the directive, manufacturers are required to fulfil a number of requirements leading to the placing of the CE mark on their devices. However, many questions still remain. Not all manufacturers are aware of their responsibilities and not all purchasers are aware of the true meaning of the CE mark. It is vital to understand the purpose of the regulations, the definition of 'medical device', the importance of complying with the manufacturer's intended purpose and instructions, the role of quality systems and clinical investigations in the compliance process, and the decisions which may be made by the manufacturers. It is also important to realise that whilst the directive, if correctly applied and enforced, brings benefits to the medical industry and patients, it is not a substitute for professional judgement in the purchasing process.
What can a company do to improve its competitive position? Use better manufacturing techniques? Put more money into R&D? An overlooked component in the search for competitiveness has been a company's people. I...
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In this special issue of Journal for Healthcare Quality (JHQ), Readers' Forum takes a question-and-answer format. The questions on reengineering are answered by JHQ editorial review board members Suzanne Belanger,...
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In this special issue of Journal for Healthcare Quality (JHQ), Readers' Forum takes a question-and-answer format. The questions on reengineering are answered by JHQ editorial review board members Suzanne Belanger, Nancy Claflin, and Danny van Leeuwen, all of whom have experience in this critical area affecting healthcare quality professionals.
A growing number of business experts advocate that workers should take on some management tasks. Many companies are already experimenting with self-managing work teams. Here's how one company was able to achieve r...
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Strategic performance can be linked to shareholder value by measuring the positive spread between a company's return on capital employed and the cost of capital. If managers see a significant performance gap in th...
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Strategic performance can be linked to shareholder value by measuring the positive spread between a company's return on capital employed and the cost of capital. If managers see a significant performance gap in their spread, compared with that of a premier company, they should redefine their strategic goals.
A fully dedicated intelligence support function for senior management is no longer a luxury but a necessity. Companies can enhance their intelligence capabilities by using the government model as a rough blueprint to ...
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