Gegen die Zeit antreten
Competing Against TimeVon George Stalk Jr.
Rezensionen: 8 | Gesamtbewertung: Durchschnitt
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Zeit ist heute die Schneide. Tatsächlich ist Zeit als strategische Waffe, so George Stalk Jr. und Thomas M. Hout, das Äquivalent von Geld, Produktivität, Qualität und sogar Innovation. In diesem wegweisenden Buch, das auf zehnjähriger Forschung basiert, argumentieren die Autoren, dass die Art und Weise, wie führende Unternehmen die Zeit in der Produktion, in der Entwicklung neuer Produkte sowie im Vertrieb und im Vertrieb verwalten
Avoiding price competition by moving into higher-margin products or services is called margin retreat—a common response to stepped up competition and a response that can eventually lead to corporate suicide.
Ich mochte die Idee, "wie viel Zeit in der Fabrik wird tatsächlich an einem Produkt gearbeitet?" und kaue darüber, wie das für Software gilt: Factory layout can contribute to reducing production complexity and, thus, time consumption. Traditional factories are organized by process technology centers. For example, metal goods manufacturers often organize their factories into shearing, punching, and braking departments; electronic assemblers have stuffing, wave-soldering, wire harnesses, assembly, testing, and packaging departments. Parts are moved from one process technology center to the next. Each step consumes valuable time: parts sit, wait to be moved, are then moved, then wait to be used by the next step. Amazingly, in traditional manufacturing systems, products usually receive value for only 0.05 percent to 5 percent of the time they are in the system. The rest of the time, products are waiting to receive value.
Über das Zusammenstellen von Teams: Placing all the functions required to meet performance objectives into empowered, focused cells closes the time distances between the employees that must make the system work and shortens the feedback loops required for the cell to react to changing events. This type of organization eliminates the layers of management that previously provided coordination from a distance.
Diese Geschichte rockt:A classic example of the variety war was the battle that erupted between Honda and Yamaha for supremacy in the motorcycle industry, a struggle popularly known in Japanese business circles as the H-Y war. Yamaha ignited the H-Y war in 1981 when it announced the opening of a new factory that when full, would make it the world’s largest manufacturer of motorcycles—a position of prestige then held by Honda. Honda had been watching Yamaha’s gradual gain of production share for several years. It had chosen not to respond because it had been concentrating its corporate resources on building its automobile business, and away from its motorcycle operations. Now faced with Yamaha’s overt and public challenge, Honda chose to counterattack. Honda launched its attack with the war cry, “Yamaha wo tsubusu!” This is a rather impolite Japanese phrase that roughly translates as, “We will crush, squash, butcher, slaughter, etc. Yamaha!” In the no-holds-barred battle that ensued, Honda cut prices, flooded the distribution channel with new products, and boosted advertising expenditures. Most important—and most visible to consumers—Honda also increased the rate of change in its product line rapidly. Honda used expanding variety to bury Yamaha under a flood of new products. At the start of the war, Honda had about 60 models of motorcycles in its product line. Over the next 18 months, Honda introduced or replaced 113 models, effectively turning over its entire product line twice. Yamaha also began the war with about 60 models but was only able to manage 37 changes in its product line during those 18 months. Honda’s massive new product introductions devastated Yamaha. First, Honda succeeded in making motorcycle design a matter of fashion, where newness and freshness are important attributes to customers. Second, Honda increased the technological sophistication of its products, introducing four-valve engines (that would later be the basis for its automobile engines), composites, direct drive, and other new features and technologies. Next to Honda’s motorcycles, Yamaha’s bikes looked old, out-of-date, and unattractive. Demand for Yamaha motorcycles dried up. In a desperate effort to move them, dealers were forced to price them below cost, but even this did not help. At the most intense point of the H-Y war, Yamaha had more than 12 months of inventory in its dealer network. Finally Yamaha surrendered. In a public statement, Yamaha President Eguchi announced, “We want to end the H-Y war. It is our fault. We cannot match Honda’s sales and product strength. Of course there will be competition in the future, but it will be based on a mutual recognition of our respective positions.”2 Honda did not go unscathed either. The company’s sales and service network was severely disrupted, requiring additional investment before it returned to a stable footing. However, so decisive was its victory that Honda effectively had as much time as it wanted to recover. It had emphatically defended its title as the world’s largest motorcycle producer and had done so in a way that clearly warned Suzuki and Kawasaki not to challenge that leadership. Variety had won the war.
Der Punkt, an dem ich dies nicht mehr so tun konnte, war in irgendeiner Weise ein modernes Buch: Today, the fastest growing mode of transmission is the facsimile, known as “fax.”
Ein paar zufällige Notizen, die ich notiert habe:
- "Unternehmen zeigen bemerkenswerte Ergebnisse, indem sie ihre Organisationen auf Reaktionsfähigkeit konzentrieren."
- "Als strategische Waffe entspricht Zeit Geld, Produktivität, Qualität und sogar Innovation."
- Interessanterweise ging es den Japanern bei der Erstveröffentlichung dieses Buches im Jahr 1990 sehr gut, und das Buch lobt wiederholt ihre Prozesse
- Interessante Fallstudien von Citi bieten angesichts der Zeitempfindlichkeit von Käufern und Maklern schnellere Hypothekengenehmigungen
- OODA-Schleife (Beobachtung, Orientierung, Entscheidung und Aktion), interessant, dass sie sich auf die Methode der USAF / Boyd beziehen (Boyd jedoch nicht erwähnen)
Einige wichtige Take-Aways:
_ Zeit ist das neue Fundament für den heutigen Wettbewerbsvorteil. Kostenbasierter Wettbewerb ist in dieser sich schnell verändernden Welt nicht mehr anwendbar.
_ Ein Unternehmen gewinnt seinen Marktanteil dadurch, wie schnell und reaktionsschnell es Waren oder Dienstleistungen an Kunden liefert. Je zeitkritischer die Kunden sind, desto höher ist der Preis, den sie bereit sind zu zahlen.
_ Um eine zeitbasierte Organisation zu werden, sind klare Strategien erforderlich, die sich auf das Wertschöpfungssystem des Unternehmens konzentrieren und alle Stakeholder koordinieren.
_ Gute Analysen und detaillierte Informationen sind langweilig, ohne Geschichten zu erzählen.
Gut gelesen, aber nicht 5 Sterne "Good To Great" erstaunlich, für mich.
Produktverbesserung ist wie das Fahren auf einer Rennstrecke. Je schneller Sie sich fortbewegen können, desto schneller können Sie Ihr Produkt der nächsten Generation auf den Markt bringen. Mehrmals um diese Strecke herum schneller als Sie Konkurrenten und sie können auch Insolvenz anmelden.