Detail From Bitter to Sweet: Honeywell International   Oleh:  [s.n] Jenis: Article from Bulletin/Magazine Dalam koleksi: The Economist (http://search.proquest.com/) vol. 403 no. 8781 (Apr. 2012), page 70-71. Topik: Factories; Production Management; Manufacturing Execution Systems; Turnaround Management Ketersediaan Perpustakaan Pusat (Semanggi) Nomor Panggil: EE29.71 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada     Lihat Detail Induk Isi artikel At a factory in Lincolnshire, Illinois, of Honeywell International, an electronics giant, even the clock on the factory wall is not just on time but on message. At quarter past the hour, which is when all meetings begin, the big hand enters a green-shaded segment that turns red at half past. It is a small hint to keep meetings under 15 minutes. This is typical of the attention to detail apparent at the factory, where Honeywell makes systems for detecting toxic gas. On the floor of the main meeting room a dozen or so job titles are painted--thus to indicate at a glance where their holders should stand and which reckless employee has failed to show up. Honeywell likes its meetings short but plentiful. Every production cell, as the smallest shop-floor unit is called, starts the day with one. The aim is to try to identify problems and ideas for improvements, which are then pushed up to senior managers. Even the lowliest worker is expected each month to come up with two implementable ideas for doing things better. As an illustration of the firm's devotion to "continuous improvement", this is one of the pillars of what has become known as the "Honeywell operating system" (HOS). This new production system, introduced over the past eight years, has helped transform Honeywell from a troubled giant to one of America's most successful companies. Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Kembali

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