Waging war on complexity costs: reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
McGraw-Hill
2010
|
| Schlagworte: | |
| Online-Zugang: | Contributor biographical information Publisher description Table of contents only Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | X, 341 S. graph. Darst. 24 cm |
| ISBN: | 9780071639132 0071639136 |
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Datensatz im Suchindex
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| adam_text | Titel: Waging war on complexity costs
Autor: Wilson, Stephen A.
Jahr: 2010
Contents
About the Authors/Acknowledgments .................................................vii
Foreword: Why This, Why Now .........................................................vüi
Part l-A Call to Arms: The Imperative for Action
Chapter 1 - The Imperative for Waging This War (And the Need
for Better Battle Strategies)..............................................................3
An Island of Profit in a Sea of Cost..................................................................5
Decomplexity Case Study.................................................................................6
Why Companies Lose the War or Avoid It Altogether.....................................7
The Art of Complexity Warfare........................................................................9
The Opportunity: Big gains, with speed........................................................16
Deep Dive #1 - What Winning Looks Like: Cash Flows, Profits,
and Performance.............................................................................19
Chapter 2 - The Nature of Complexity (And What It Means for Your
Business).........................................................................................27
The Three Types of Complexity.....................................................................27
A Three-Dimensional View of Complexity....................................................32
The Geometrie Nature of Complexity Costs..................................................33
Implications for Waging the War....................................................................36
Preview: Taking out complexity costs.............................................................39
Moving Forward with a Füller Understanding...............................................41
Chapter 3 - The Rise and Rise of Process and
Organizational Complexity............................................................43
The Three Waves of Process Architecture.......................................................45
Conclusion.....................................................................................................55
Deep Dive #2 - Assessing Your Company s Cost-Cutting IQ..............59
The Cost-Reduction Pitfalls...........................................................................59
Assessing Your Company s Cost-Cutting Biases..............................................66
Chapter 4 - Sizing Up the Prize, Part 1: The Fundamentals
of Making the Financial Case.........................................................67
Making the Financial Case to Focus the Organization...................................68
Why Companies Struggle to Size the Prize.....................................................68
Fundamentals for Quantifying the Cost.........................................................70
From Fundamentals to Method: An introduction to the
triangulation approach to sizing the prize...................................................74
Conclusion.....................................................................................................79
Chapter 5 - Sizing Up the Prize, Part 2: The Methodology for
Quantifying Complexity Costs.......................................................81
Step 1: Calculate the lower bound.................................................................83
Step 2: Calculate the upper bound ................................................................85
Step 3: Pick a Stretch target ...........................................................................86
Sizing the Prize Example.............................................................................90
Next: Re-imagine your business......................................................................93
What the CEO Needs to Know.....................................................................93
Part II-Know Thine Enemy: The Faces of Complexity
and Implications for Battle
Introduction to Part II..........................................................................96
Deep Dive #3 - The Juice Dilemma: A Case Study on How a Larger
Portfolio Can Lead to Smaller Profits............................................99
Background on Morley Farms........................................................................99
The Opportunity..........................................................................................101
The Analysis.................................................................................................102
Impact on Morley Farms..............................................................................105
Further Insights from Morley Farms............................................................107
Conclusion...................................................................................................109
Chapter 6 - Where Complexity Arises:
The Product/Process Face.............................................................111
Common Symptoms of Product/Process Complexity..................................113
Major Interactions on the Product/Process Face...........................................114
Key Implications for Battle...........................................................................126
Recommended High-Value Battle Strategies................................................128
Conclusion...................................................................................................129
Chapter 7 - Where Complexity Hides:
The Process/Organization Face....................................................131
Common Symptoms of Process/Organization Complexity..........................132
Major Interactions on the Process/Organization Face...................................134
Key Implications for Battle...........................................................................142
Recommended High-Value Battle Strategies................................................145
Conclusion...................................................................................................146
Chapter 8 - Where Complexity Takes Root:
The Organization/Product Face...................................................147
Common Symptoms of Organization/Product Complexity.........................151
Major Interactions on the Organization/Product Face.................................153
Key Implications for Battle...........................................................................157
Recommended High-Value Battle Strategies................................................159
Conclusion...................................................................................................160
Summary to Part II.............................................................................161
Part III-Battle Strategies to Eliminate Complexity Costs
Introduction to Part III: Taking Ground............................................166
Developing a Battle Plan.......................... ....................................................167
Taking Ground Against a Difficult Foe........................................................169
Conclusion...................................................................................................170
Chapter 9 - Portfolio Optimization (A): What Really Matters..........171
Why Traditional Rationalization Effbrts Often Fail......................................173
The Three Factors That Really Matter.........................................................176
Conclusion...................................................................................................181
Chapter 10 - Portfolio Optimization (B): SKU Analysis
and Selection................................................................................183
Understanding Incremental Revenue............................................................183
Understanding Incremental Cost..................................................................187
Implications: Categories of SKU removal.....................................................194
Creating a Portfolio Optimization Plan........................................................199
Growing Revenue.........................................................................................199
Chapter 11 - Network and Footprint Consolidation.........................203
More Complex than We Need to Be............................................................205
Meeting the Future Halfway........................................................................207
Cadbury: Clearer choices, greater focus........................................................211
Conclusion...................................................................................................213
Chapter 12 - Component Rationalization and
Vendor Consolidation..................................................................215
Defining Component Rationalization..........................................................216
140 Batteries and 25,000 Forecasts: A case study in
component complexity.............................................................................217
The Benefits of Component Rationalization................................................218
Getting Bang for the Bück with Component Rationalization......................220
Learning the Hard Way: A case study...........................................................222
The Big Question: Broad versus targeted.....................................................224
Conclusion...................................................................................................227
Chapter 13 - Enabling Variety with Lean Processes..........................229
The Basics of Lean.......................................................................................229
Leveraging Lean for Step-Change Improvement: Six key lessons..................232
How Lean Enables Variety............................................................................241
Conclusion...................................................................................................244
Chapter 14 - Process Segmentation: Minimizing the Effects
of Variety......................................................................................245
Diagnosing Process Segments.......................................................................247
Approach to Process Segmentation...............................................................250
Conclusion...................................................................................................253
Chapter 15 - Project Rationalization and Resource Utilization:
Getting More Done Faster and with Fewer Resources.................255
Our Approach: It all Starts with fewer projects.............................................256
Doing More, Faster and with Fewer Resources.............................................261
Conclusion...................................................................................................267
Chapter 16 - Dynamic Operations: Optimizing
Complexity Trade-Ofls.................................................................269
Case: RME Pharma, Ine...............................................................................271
Step 1: Recognize the Situation.....................................................................272
Step 2: Quantify the relationships................................................................277
Step 3: Optimize the System for the Situation at hand..................................280
Recap of RME Pharma s Experience............................................................283
Moving Forward...........................................................................................284
The Conundrum: Why do many companies struggle with
managing complex Systems?......................................................................285
Part IV-Defense Strategies to Keep Complexity Costs at Bay
Introduction to Part IV - Building the Capability to Keep
Bad Costs Out..............................................................................288
Deep Dive #4 - A Corporate Complexity Metrie:
Tracking Progress at the Macro Level..........................................293
Conclusion...................................................................................................294
Chapter 17 - Curbing Product and Service Complexity....................295
Roles ofa Chief Complexity Officer............................................................295
CCO Role 1: Managing the level of complexity in the business..................296
CCO Role 2: Building the organizational capabilities
required to manage complexity.................................................................303
Conclusion...................................................................................................304
Chapter 18 - The Lean Operating Model: Creating a
Structural Barrier to Process and Organizational Complexity.....307
The Seven Steps to Developing a Lean Operating Model............................310
The U.S. Navy s Operating Model...............................................................315
Why ERP Deployments Go Wrong and the Need for Lean Operating
Models.....................................................................................................317
Case Study: Winning the retail wars with the Tesco Operating Model.........319
The Relentless Pursuit of Perfection.............................................................321
Addenda
Appendices..........................................................................................323
Index...................................................................................................337
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| spelling | Wilson, Stephen A. 1969- Verfasser (DE-588)142820938 aut Waging war on complexity costs reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity Stephen A. Wilson and Andrei Perumal New York, NY [u.a.] McGraw-Hill 2010 X, 341 S. graph. Darst. 24 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Cost accounting Industrial productivity Produktionsorganisation (DE-588)4175805-5 gnd rswk-swf Produktivitätszuwachs (DE-588)4128967-5 gnd rswk-swf Komplexes System (DE-588)4114261-5 gnd rswk-swf Kostensenkung (DE-588)4032594-5 gnd rswk-swf Produktionsorganisation (DE-588)4175805-5 s Komplexes System (DE-588)4114261-5 s Kostensenkung (DE-588)4032594-5 s Produktivitätszuwachs (DE-588)4128967-5 s DE-604 Perumal, Andrei Verfasser aut http://www.loc.gov/catdir/enhancements/fy1011/2009046358-b.html Contributor biographical information http://www.loc.gov/catdir/enhancements/fy1011/2009046358-d.html Publisher description http://www.loc.gov/catdir/enhancements/fy1011/2009046358-t.html Table of contents only HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021160192&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Wilson, Stephen A. 1969- Perumal, Andrei Waging war on complexity costs reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity Cost accounting Industrial productivity Produktionsorganisation (DE-588)4175805-5 gnd Produktivitätszuwachs (DE-588)4128967-5 gnd Komplexes System (DE-588)4114261-5 gnd Kostensenkung (DE-588)4032594-5 gnd |
| subject_GND | (DE-588)4175805-5 (DE-588)4128967-5 (DE-588)4114261-5 (DE-588)4032594-5 |
| title | Waging war on complexity costs reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity |
| title_auth | Waging war on complexity costs reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity |
| title_exact_search | Waging war on complexity costs reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity |
| title_full | Waging war on complexity costs reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity Stephen A. Wilson and Andrei Perumal |
| title_fullStr | Waging war on complexity costs reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity Stephen A. Wilson and Andrei Perumal |
| title_full_unstemmed | Waging war on complexity costs reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity Stephen A. Wilson and Andrei Perumal |
| title_short | Waging war on complexity costs |
| title_sort | waging war on complexity costs reshape your cost structure free up cash flows and boost productivity by attacking process product and organizational complexity |
| title_sub | reshape your cost structure, free up cash flows, and boost productivity by attacking process, product and organizational complexity |
| topic | Cost accounting Industrial productivity Produktionsorganisation (DE-588)4175805-5 gnd Produktivitätszuwachs (DE-588)4128967-5 gnd Komplexes System (DE-588)4114261-5 gnd Kostensenkung (DE-588)4032594-5 gnd |
| topic_facet | Cost accounting Industrial productivity Produktionsorganisation Produktivitätszuwachs Komplexes System Kostensenkung |
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