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It seems a new “final solution” to improved factory performance (or achieving enhanced management skills) is introduced at least once a year. Books on such topics as Lean Manufacturing, Six Sigma, operational excellence, theory of constraints, reengineering, one-minute management, teams, empowerment, matrix management, etc., roll off the presses at an astounding rate. Yet, when all is said and done, our factories do not appear to run more efficiently, and managers seem to repeat the same mistakes. In this paper, we examine why this is so and what might be done to achieve significant and sustainable improvement both in factory performance and management decision making.
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