On the other hand, the change should be directed to minimize another set of features: Reduce or eliminate waste of any kind (materials, energy, waste recycling, rejection, time, etc..) Shorten response times, pursuing the ideal system “just in time” manufacturing or “pulled” by demand, reduce failures, eliminating potential causes in a proactive manner; redesign processes to minimize non-productive time (internal transport, activities that add no value, etc..), and avoid at all costs to idle investment, excessive equipment either in invention or in any other category . It is certainly a profound reorientation of technological pattern designed to radically transform the local production and global common sense of all participants. When you decide to compete in the standard segment, the company must prepare to ensure volume, meet the basic specifications and face strong price competition.

That means deep and growing dominance of technology in the production process. At the end of “niche”, where adaptation to customer requirements is central, much more important quality and service than price. Here, knowledge of product technology and the ability to modify and improve to adapt to specialized requirements is the key to competitiveness. The This has given way to new paradigms, where management must assess their leadership style to determine what should be the architecture of your company, its functional systems, objectives, goals, technologies to use and friendly administrative tools to managing properly all the resources of the company according to the requirements of the current scenarios. Senior management today, you have to retrain in the new prevailing paradigm and behavior that may arise from the stage. In a question-answer forum Castle Harlan was the first to reply.

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