Winning Without Competition: How to Break Out of a Commodity ...

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Plantes Company July 1997 PCI:I • New flowchart of the process reflecting the improvements made • Plans for maintaining the gains • Plans for educating/training relevant individuals Tools Used and Likely Outputs from Step 6: • How do we convey the necessary information to the necessary individuals in the organization to assure that everyone who needs to knows about the improvement? • What is in place to prevent backsliding? • What, if anything, does the greater organization need to know about the improvements? Questions Answered: Step 6 Goal: To maintain the gains by standardizing work methods or products Joiner 7-Step Method Step 6: Standardization
Plantes Company July 1997 PCI:I • documentation of lessons learned throughout this cycle of improvement • recommendations for the next cycle of improvement • data to support recommendations Tools Used and Likely Outputs from Step 7: • What remaining improvement needs are there for this process? • What is the next, most important opportunity for improvement? • What did we learn from this project about this process, and process improvement in general? Questions Answered: Step 7 Goal: To anticipate future improvements and to preserve lessons from this effort Joiner 7-Step Method Step 7: Future Plans
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Winning Without Competition: How to
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Introduction One of the greatest fa
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then responding. The response bring
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Management and administrative proce
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What should you do about a process
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is so important. It prevents improv
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The logic for process redesign work
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desire to -- continually discoverin
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Two types of marketing activities c
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markets as a whole versus for an in
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• Conscious decisions of where an
Page 23 and 24: profitability. From these sales obj
Page 25 and 26: • Creates an umbrella that will b
Page 27 and 28: marketing plan objectives. In essen
Page 29 and 30: Collaboration Crucial to a strategi
Page 31 and 32: Rather than contracts, effective al
Page 33 and 34: critical part of this plan. (See Pa
Page 35 and 36: Sidebar A: Systems Thinking A syste
Page 37 and 38: Trying to understand the causes for
Page 39 and 40: Sidebar F: Most of us choose to ign
Page 41 and 42: • Hire, train, deploy work force
Page 43 and 44: Time Redesign Continuous Improvemen
Page 45 and 46: Continuous Process Improvement Acti
Page 47 and 48: Tactical PCI Company Strategic Acti
Page 49 and 50: New Product and New Market Developm
Page 51: S A L E S ~ Specific customer under
Page 55 and 56: • Generate sales leads from targe
Page 57 and 58: * Ideally, this should be quantifie
Page 59 and 60: • Gain executive level and sales
Page 61 and 62: Is it working? Evaluation Execution
Page 63 and 64: Plantes Company July 1997 PCI:I Red
Page 65 and 66: Plantes Company July 1997 PCI:I Mea
Page 67 and 68: Plantes Company July 1997 PCI:I Whe
Page 69 and 70: Plantes Company July 1997 PCI:I •
Page 71 and 72: Plantes Company July 1997 PCI:I •
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Page 77 and 78: - If speed is the problem, where ar
Page 79 and 80: B. For each top level cause, ask wh
Page 81 and 82: • As you proceed through the step
Page 83 and 84: Job Description Exercise (continued
Page 85 and 86: • Which items did I prioritize to
Page 87 and 88: What did I learn? FOLLOW UP LATER T
Page 89 and 90: Marketing Manager Job Description (
Page 91 and 92: Marketing Manager Job Description (
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