WHAT IS SIX SIGMA? PETE PANDE LARRY HOLPP McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto McGraw-Hill abc Copyright © 2002 by The McGraw-Hill Companies,Inc. All rights reserved. Manufactured in the United States of America. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database
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Int. J. Six Sigma and Competitive Advantage, Vol. x, No. x, xxxx 1 Six Sigma and Total Quality Management: different day, same soup? Bengt Klefsjö* and Bjarne Bergquist Division of Quality and Environmental Management, Luleå University of Technology, SE-971 87 Luleå, Sweden E-mail: Bengt.Klefsjo@ltu.se E-mail: Bjarne.Bergquist@ltu.se *Corresponding author Rick L. Edgeman Department of Statistics, University of Idaho, Moscow, Idaho 83844-1104, USA E-mail: redgeman@uidaho.edu Abstract:
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SPOTLIGHT ON HBR AT 90 Spotlight About the Spotlight Artist Each month we illustrate our Spotlight package with a series of works from an accomplished artist. We hope that the lively and cerebral creations of these photographers, painters, and installation artists will infuse our pages with additional energy and intelligence to amplify what are often complex and abstract concepts. This month we showcase the “rayographs” of Man Ray, the modernist giant. Born in Philadelphia
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TE AM FL Y Praise for Marketing Insights from A to Z “The bagwan of Marketing strikes again. Leave it to Phil Kotler to revisit all of our blocking and tackling at just the right time . . . and as all great marketers know: ‘timing is everything.’” —Watts Wacker Founder and CEO, FirstMatter Author, The Deviant Advantage: How Fringe Ideas Create Mass Markets “Wide-ranging, readable, pithy, and right on target, these insights not only are a great refresher for marketing managers but should be required
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COMPETITIVE MARKETING STRATEGY INTRODUCTION Building strong brands requires a keen understanding of competitors, and competition grows more intense every year. New competition is coming from all directions – from global competitors seeking cost-efficient ways to expand distribution; from private-label and store brands designed to provide low-price alternatives; and from brand extensions from strong megabrands leveraging their strengths to move into new categories. One good way to start to deal
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Open-Sourcing Self-Organizing Collaborative Communities Alan Cohen still remembers the first time he heard the word "Apache" as an adult, and it wasn't while watching a cowboys-and-Indians movie. It was the 1990s, the dot-com market was booming, and he was a senior manager for IBM, helping to oversee its emerging e-commerce business. "I had a whole team with me and a budget of about $8 million," Cohen recalled. "We were competing head-to-head with Microsoft, Netscape, Oracle, Sun-all the big
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recent corporate scandals involving organizations that had previously been recognized as both ethically and organizationally sound. Based on these case studies, the following issues are discussed: (1) The role of leader behavior and organizational/leadership styles in shaping the corporate organizational culture of an organization, and (2) The extent to which this culture renders the organization and its members (including the top executives) prone to ethical misbehavior. The four companies selected
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#12 Management: Managers, Performance, and the Environment I) The major point of this article is that management needs to be strong and be willing to make changes in their thought process if they want to succeed. That America’s economy and the managers who plan, direct, organize, control, and staff its businesses must provide new, different, and creative approaches to meet the new competitive global environment. II) The overall managerial lesson in this reading is that management existed
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Table of contents Executive summary of the organization and its industry; 1 Stakeholder analysis; 2 Analysis of organizational strengths 4 Analysis of organizational weaknesses; 6 Analysis of external opportunities; 7 Analysis of external threats; 8 Table that applies the VRINE Model; 8 Graphic describing a Porter’s Five-Forces analysis for your industry; 9 Organization’s value-chain 12 Balanced scorecard 13
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Chapter 3 Strategy Implementation This part of the course examines what is often called the action phase of the strategic management process: implementation of the chosen strategy. Up to this point, three major phases have been covered: strategy formulation, analysis of alternative strategies, and strategic choice. Even after grand and business strategies are determined and long term objectives are set, the strategic management is far from complete. While these phases are important, they alone
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