How to Make Things Happen

Table of Contents

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   Book Overview
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   Chapter 1 A Scenario and the Fascinating World of Operations
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   Chapter 2 Basic Ideas Behind SPDM: A Unifying Model for Twenty-First-Century Operations
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   Chapter 3 The Promise, Essence and Flame Red
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   Chapter 4 You Have to Walk the Streets, Control Does Not Add Value
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   Chapter 5 Cost-Cutting Does Not Lead to Efficiency, but Efficiency Does Lead to Cost-Cutting
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   Chapter 6 The Main Thing Is Not Knowing What You Do Know, but Knowing What You DON’T
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   Chapter 7 We Work with Brainpower, Not Manpower
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   Chapter 8 Service Industrialization to Unlock Brainpower Capacity
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    Chapter 9 Converting Blocking Factors into Value-Adding Elements: Do Redesign the Service
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    Chapter 10 Making Ideas Happen
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    Chapter 11 One Thousand $1,000 Improvements
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    Chapter 12 Quality Is a Corps de Ballet Dancer Cast as Prima Ballerina
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    Chapter 13 Have You Looked to See What Is in Your Refrigerator Yet?
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    Chapter 14 Everybody Happy? Happy People Are More Productive
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    Chapter 15 The Hallmark of Mediocre Managers Is Hiring People Worse Than They Are
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    Chapter 16 Asking the Right Question at the Right Time, Asking for Relevant Information: SPDM Express
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    Chapter 17 Epilogue
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    Chapter 18 Manual