More Manufacturing

  • October 1, 1997

    Learning From the Turnaround at AK Steel

    by John Holusha
    AK Steel went from industry laggard to industry leader. Its transition has a great deal to teach business about transformation.
  • April 1, 1997

    Conceptual Re-engineering at Nissan

    by Robert J. Thomas
    Robert J. Thomas, president and chief executive at Nissan, took time out to asses what he knew about the car business and where it is going. The result has been a radical rethinking of the business. Nissan is now in the midst of a major sea of change, entailing an internal shift from a business with a manufacturing mind-set to a marketing-oriented company that puts consumers' needs first.
  • January 1, 1997

    The Art and Practice of Japanese Management

    by John Micklethwait and Adrian Wooldridge
    Japan's extraordinary postwar industrial success was defined by lean production, consensus and continuous improvement. But lately it has been the country's perceived weak points, such as lifetime employment and over-regulation, that have come to the forefront of the debate on Japanese management. But new ideas are emerging with the younger, more flexible generation of Japanese managers, which means there will still be plenty for the outside world to learn from Japan. Adapted from "The Witch Doctors" (Times Books, 1996).
  • January 1, 1997

    Setting Supplier Cost Targets: Getting Beyond the Basics

    by Timothy M. Laseter, C.V. Ramachandran and Keith H. Voigt
    This third article in a series on balanced purchasing focuses on target costing and recommends a five-step process to optimize the cost of product designs still in development. A hypothetical development effort for a sports watch is used to demonstrate the process. If carried out properly and at the right level of detail, target costing can insure competitiveness without jeopardizing supplier cooperation.
  • January 1, 1997

    Competing in Constellations: The Case of Fuji Xerox

    by Benjamin Gomes-Casseres
    The relationship between Xerox and Fuji Xerox, its joint venture in Japan, is the centerpiece of this commentary on how alliances among companies are forging new units of economic power known as "constellations." Internal rivalry can put constellations at a disadvantage against single-company rivals, and the ability to manage the balance of competition and cooperation is critical to success.