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Table Of Contents

Preface
Acknowledgments
Introduction
Manufacturing Still Matters
How Do Firms Turn Around?
Tactics of Low-Cost operation
Tactics of Product differentiation
Tactics of Leadership
Signs of decline
Recognizing a Turnaround Situation
The Stages of the Turnaround process
Selection of Turnaround Cases
Criteria for Success: Lasting Performance
Profit Patterns in Successful and Unsuccessful Turnarounds
Practical Lessons on Profit patterns
The Economics of Breaking even
The Strategic advantage of Upside and Downside Efficiencies
Low-Cost Operation and Product Differentiation Interrelated
Practical Lessons on Operational efficiency
Case 1 — Masters of Production at Buick
Case 2 — The Harvesting of International Harvester
Expenses unrelated to What the Customer Is Buying
Attaining Inventory efficiency
Inventory efficiency and Turnaround Success
Practical Lessons on Modest overhead
Case Histories
Case 3 — Professional Frugality at Nash
Designing for Manufacturability
Practical Lessons on Lowering Cost through Design
Case History
Case 5 — Making the Most of American Motors
Managing Development for Future Trends
Distinguishing Features and Turnaround Success
Practical Lesson in Distinguishing Product Features
Case 6 — Best in Class at Ford
Case 7 — Cosmetic Surgery at Kaiser-Frazer
Quality in the Product
Quality in the Process
Practical Lessons on Product Quality
Case 8 — Getting It Right at Cadillac
Case 9 — Leaving It Wrong at Hudson
Avoiding Strategic drift
Servicing the Declining Market
Practical Lessons on Market Continuity
Case 10 — Saving the Best of Chrysler Corporation
Case 11 — Market Vacillation at AMC/Renault
The Management Team
Personal Characteristics
Practical Lessons on Outfitting the Management Team
Case 12 — Professionals in Place at Maxwell-Chalmers
Case 13 — Witless Dissipation at Allis-Chalmers
Focus on Needs in Turnarounds
Styles of Decision Making in the Turnaround process
Organizational Change
Practical Lessons in Focusing on Present Operations
Case 14 — Cars for the Methodists at Packard
Case 15 — Last Hurrah in South Bend
Chapter 12 — Fair Play
Fairness As Discussed in the Earlier Literature on Management
The Manager in an Exemplary Role
Fair play Extended outside the Firm
Practical Lessons in Fair play
Case 16 — Midwestern Ethic at Deere
Successful Turnaround Profiles
Strategic Positioning for Survival
Summary of Findings
Generality of the Findings
Alternative Explanations
Need for Improved Analysis of the Declining Firm
The Turnaround Framework
Quality in the Managerial Process
Does Management Understand Its Job?
Turnaround Management as a Skill
Recommendations for Businesses Involved in Turnarounds
Recommendations for Boards of Directors
Recommendations for Business Schools
Public Policy Recommendations
Conclusion
Building the Comparative Database
Examining the Variables in Turnaround Success
Index
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The Turnaround Experience

The Turnaround Experience

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Published by cljenkins1257

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Published by: cljenkins1257 on Aug 04, 2011
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11/12/2012

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