This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
As a new project manager at Hewlett Packard I found that I interacted with a lot of brilliant people, many of who had been conditioned by higher learning institutions to compete rather than collaborate. DaVita operates more than 1,800 dialysis centers and employs over 40,000 people domestically.
In writing the book Sales Growth , we've found that CEOs who put sales management at the heart of their agenda have captured astonishing growth — outstripping their peers by 50 to 80 percent in terms of revenue and profitability. CEOs generally don't want changes to how their sales force operates for fear of killing the golden goose.
Here are some of the challenges that I’ve observed: Product management. Weekly e-mails with detailed reports can also be set up, creating a comprehensive system of medication management. Operations. When product-based companies add services and connectivity, operational requirements increase. Engineering.
However, in recent years a parallel explosion of digital tools and services has taken place in the manufacturing realm as well, drawing in computer-assisted design and 3D printing equipment to open-source operating systems, the cloud, and the Internet of Things (IoT). Second, a number of important inputs have gotten cheaper.
Leaders of many companies — in industries ranging from contractmanufacturing, and software services to consulting and health care — tell us the same thing: “We want to move up the value chain.” make your own operations more efficient. create the opportunity to invent new operations.
Last year, networking giant Cisco Systems worked with one of its contractmanufacturers in Malaysia to deploy 1,500 energy and temperature sensors on its manufacturing equipment. As Kern put it, “We always manage costs so closely, but we weren’t really measuring energy — we didn’t know how much we spent!
However, we also know that 99% of all manufactured parts are standard and do not require customization. In these cases, 3D printing has to compete with scale-driven manufacturing processes and rather efficient logistics operations. The Future of Operations. Insight Center. Sponsored by GE Corporate.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content