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:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
New York, NY [u.a.]
McGraw-Hill
2010
|
| Schlagwörter: | |
| Links: | http://www.loc.gov/catdir/enhancements/fy1011/2009046358-b.html http://www.loc.gov/catdir/enhancements/fy1011/2009046358-d.html http://www.loc.gov/catdir/enhancements/fy1011/2009046358-t.html 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 |
| Beschreibung: | Includes bibliographical references and index |
| Umfang: | X, 341 S. graph. Darst. 24 cm |
| ISBN: | 9780071639132 0071639136 |
Internformat
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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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| 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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