text
stringlengths
1
3.86k
speed is a component of quality one of the things we must deliver to satisfy customers
companies that actually market speed as part of their service train their managers to lead and participate in teams that increase speed and improve quality in everyday operations
managers learn to spot opportunities to increase customer satisfaction through speed and shift some responsibility for analyzing improving and streamlining work processes from themselves to teams of employees
one team at the federal express ground operations station in <unk> mass. focused on a particularly <unk> operation the morning package sort
every morning <unk> trucks arrive at the <unk> ground station from boston 's <unk> airport carrying the day 's package load
in peak periods that load may include N pieces
the packages must be <unk> quickly and distributed to smaller vans for delivery so <unk> can be on the road by N
no customer is present at the morning package sort but the process is nevertheless critical to customer satisfaction
we 're committed to deliver the customer 's package by a stated time usually N notes glenn <unk> a federal express <unk> who led the <unk> team
the sooner our vans hit the road each morning the easier it is for us to fulfill that obligation
following a <unk> formula used by teams throughout federal express members of the <unk> team monitored their morning routine carefully noting where and when the work group 's resources were used effectively and where they were idle waiting for others <unk> in the process to send packages their way
we suspected there was <unk> built into our process
but we did n't know just where it was until we completed our data gathering mr. <unk> says
we used the data to <unk> our <unk> system and put our resources where they could do the most good
the team even created a points system to identify those <unk> and <unk> that were doing the most to reduce <unk> cycle time
winners of the friendly competition earn a <unk> dinner out with their spouses
monitoring shows that the <unk> team 's new system really does reduce cycle time for the morning package sort reports james <unk> chief operating officer at federal express
the vans leave at least N minutes earlier on average than they used to
and service levels have increased to the point where they 're consistently above N N
a <unk> team at union carbide 's <unk> n.y. facility which produces <unk> plants followed a similar path to reduce manufacturing cycle time
the team included <unk> from the shop floor as well as engineering scheduling and purchasing personnel reports alan <unk> director of quality
first they produced a <unk> detailing the process by which an <unk> plant actually gets built
then they identified <unk> in the process
the <unk> team determined that <unk> for <unk> were the main problem and identified which kinds of delays involved critical <unk> and which were less critical or could be handled by workers already on the line
the team then proposed modifications in their work process to management
the <unk> manufacturing process benefits our customers in at least two ways mr. <unk> concludes
first we have better quality assurance than ever because the people building the product have taken on more responsibility for the quality of their own work
second we trimmed more than a month off the time required to deliver a finished product
at grumman 's aircraft systems division a <unk> team reduced the cycle time required to produce a new business proposal for an important government contract
the team was composed of representatives from engineering manufacturing corporate estimating flight test material quality control and other departments
we needed contributions from all these departments to generate the proposal says carl <unk> <unk> manager for grumman 's <unk> combat aircraft program
but instead of gathering their input <unk> we formed the team which reached consensus on the proposal objectives and produced a statement of work to guide all the functions that were involved
armed with this shared understanding and <unk> background information each department developed its specialized contribution to the proposal <unk> data and cost estimates on a closely managed schedule
we cleared up questions and <unk> very quickly because the people who had the skills and perspective required to resolve them were part of the task team mr. <unk> explains
the team trimmed more than two months from the cycle time previously required to develop comparable proposals
the team eliminated the crisis mentality that proposal deadlines can generate
the result was a more <unk> complete and competitive proposal mr. <unk> concludes
the successes achieved at federal express union carbide and grumman suggest that managing speed may be an <unk> source of competitive advantage
managers in all three companies recognize speed as a component of quality and a key to customer satisfaction
they effectively lead team efforts to reduce cycle time
and they prepare all their people to increase the speed and improve the quality of their own work
mr. <unk> is president of <unk> a consulting firm in burlington mass
home taping of <unk> music cuts into record industry revenues but banning home taping would hurt consumers even more
that 's the conclusion of an independent report prepared by the office of technology assessment at the request of the house and senate judiciary committees
the report is to be released today
the report says the availability of such advanced <unk> recording equipment as <unk> recorders does n't seem to increase the quantity of home copying
that finding the report says <unk> doubt on the record industry 's <unk> that the new generation of digital recording equipment will inevitably lead to wholesale abuse of <unk> material by home <unk>
the longstanding position of the recording industry association of america a trade group based in washington d.c. is that record companies performers <unk> and music publishers need to be <unk> by <unk> fees on the sale of blank tapes and recording equipment to make up for royalties lost to home taping
i think it is a <unk> in the <unk> in any royalty tax proposal says gary shapiro vice president for government and legal affairs of the electronic industries association in washington
what the report shows is everything we 've been saying for the past eight or nine years that audio taping is the best thing to happen for the recording industry
the people who tape the most buy the most
<unk> <unk> a <unk> for <unk> says her organization has n't received a copy of the completed report yet and has no immediate comment
a recent agreement between the recording industry and electronics manufacturers requires that any digital audio tape or <unk> recorder sold in the u.s. have a <unk> device that restricts its ability to make second copies from <unk> tape copies of digital compact disks
but the disappointing sales of <unk> machines here and abroad so far have not seemed to warrant the three years of legal <unk> that went into the agreement
under current copyright laws it is considered fair use to <unk> <unk> material for one 's personal use or for use by one 's family or friends while copying for purposes of resale or profit is prohibited
a survey contained in the <unk> report copyright and home copying technology challenges the law found that most people consider home copying for such personal use a right a right moreover that was exercised by N N of americans over the age of N in the past year
the study says that the <unk> legal status of home copying makes it appropriate to examine the effects on consumers as well as on industry
reports by the office of technology assessment do n't <unk> any specific legislative action but suggest a range of options that congress may pursue
the study also says that advent of new communications technologies makes an explicit congressional definition of the legal status of home copying more desirable in order to reduce legal and market uncertainties and to prevent de <unk> changes to copyright law through technology and says that finding an appropriate bal...
switzerland 's most famous raider says he is n't one
werner k. rey believes fortunes are made by being friendly
and in little more than a decade of being friendly and at the same time <unk> the <unk> swiss business community with some <unk> <unk> and dealing the <unk> mr. rey has grown from a modest banker to a billionaire
he achieved this in part with an <unk> talent for getting his foot <unk> in the door of established european companies
his latest coup september 's <unk> of the five billion <unk> $ N billion merger between <unk> s.a. the world 's second-largest temporary employment agency and <unk> international s.a. a <unk> <unk> company
shareholders must approve the merger at general meetings of the two companies in late november
but approval is almost certain since mr. rey and a friendly <unk> management are in control
after the transaction mr. rey estimates the value of his N N stake in the new company to be held by his omni holding ag will be about N billion swiss francs
this will be his return on an original investment of between N million swiss francs and N million swiss francs
mr. rey bought a controlling stake in <unk> for N million swiss francs in N building up the <unk> engineering company with european and u.s. acquisitions
i like to succeed says mr. rey during a recent morning of working at home which he also likes
home is an estate with green <unk> opening onto lake geneva and a <unk> house whose rooms <unk> the water and offer a view of the french <unk>
in the corner of his reception room is a delicate <unk> desk <unk> high with <unk>
there is a small <unk> on the wall
<unk> magazine <unk> lists mr. rey as having a fortune of about N billion swiss francs
writes <unk> no one in switzerland ever came so far so fast
he was simply the first in this country to realize that <unk> were just lying around waiting to be picked up
in short rey found companies with weak earnings but rich assets
however the swiss financial press in general as well as many analysts have had a hard time making up their minds about mr. rey and his <unk> ways
for switzerland 's most prestigious newspaper <unk> <unk> <unk> mr. rey seems <unk> to remain the former bally raider an image that has proved hard to overcome
in N as an <unk> in the eyes of switzerland 's establishment mr. rey laid the foundations of his <unk> <unk> with an <unk> <unk> on bally the country 's traditional <unk>
sitting <unk> a banker at a <unk> in london where he was working as a financial consultant he learned that a large <unk> of bally 's shares was up for sale
looking into bally he could hardly believe what he saw a company with enormous real-estate holdings in major european cities and a market capitalization of N million swiss francs it had N employees
investing four million swiss francs earned from his financial transactions and two million swiss francs from his parents and his wife mr. rey acquired N N of bally 's shares
but such tactics were <unk> to switzerland in N and still are n't common because of share restrictions that companies are allowed to maintain
eventually mr. rey was forced to sell his bally shares to the weapons maker <unk> holding ag as establishment pressure grew on this hostile move into the swiss old boys ' network
mr. rey made N million swiss francs on the sale
bally was not an unfriendly takeover he insists
buying from willing shareholders makes an unfriendly takeover impossible mr. rey contends
i bought from willing shareholders
nevertheless mr. rey has been very careful since then to make sure his moves are welcome
and he has worked to shed his raider image
in N his career as an <unk> began with the acquisition of the swiss metals works <unk> based in <unk>
with the <unk> metals business undermined in switzerland by tough foreign competition and high domestic costs this looked like a <unk> undertaking
but mr. rey brought about a merger in the next few years between the country 's major producers the increased efficiency has <unk> up the industry
three years later machinery producer <unk> de <unk> <unk> de <unk> s.a. was to become part of the rey empire
once again the company 's future looked less than <unk>
but after restructuring under new management the profits began rolling in
a major boost to mr. rey 's respectability among the swiss came in N when he sold N N of his <unk> bank to the conservative swiss <unk> banks
they renamed it swiss <unk> and are using it to expand abroad
in N mr. rey <unk> leading publishing houses to take over switzerland 's jean <unk> ag a major producer of magazines and newspapers