Résumé
In this book, a leading consultant on graphics arts
workflow and management shows exactly how the best
companies in this industry make teams work. Includes
real-world solutions for client contact, cross-training,
and process redesign; extensive "site analysis" case
studies from leading graphics arts companies; and making
the decision, making the transition from start to
finish.
Contents
Preface
Acknowledgements
Introduction
Management in the Graphic Arts Industry
Teams, Empowerment, Self-direction
The Old Way
Stress
Complexity
Attitude
Defining the GASP
The Terms of the Trades
GASP
Implications of the GASP Theory
Considering the Organization
The Departmental Model in the Graphic Arts The Natural, Traditional Approach
One Manager Per Unit
Departmental Warfare
Changing Roles of Departments
The Team Model
Negative Influences Forcing People to Work Together
Looking at the Whole Product
Cross-Training; Load-Sharing
Inwardly-Focused Companies
Winning Means Shunting Blame
Managers Do Firefighting
We Have Met the Enemy---and We Are Them
Client? What's a Client?
Inmates Not Allowed Out of the Asylum The Privateer Sales Force
Outwardly-Focused Companies
Motivation and Just Saying Thanks
Clients and Competitors a Constant Focus
Managers Build Bridges and Act As Strategic Resources
Sales Is Only One Part of the Whole
On Making the Company a Better Place to Live
Bleeding Heart or Good Management?
Decisions on the Shop Floor Having the Proper Tools---Working the
Numbers
What Numbers? Resistance to Data
Collection
Involve Employees in the Business
Operations or Card Punching?
Yes, Even Union Shops Can Do It
Communications
Do-It-Yourself Communications
The Inventory
Just How Important Are Communications
Issues?
The Role of Communications Style Analysis
Profiling As a Process
Real-Life Implications
A Bed of Roses?
Having Effective Meetings
Deciding What to Talk About Facilitation
Other Key People in the Meeting Tactical
Considerations
Strategic Planning
The Need for Direction
Vectors
Management's Responsibility
Setting Up the Team
Setting Goals and Objectives
Culture
SWOT Strengths
Weaknesses
Opportunities
Threats
Refining the Analysis
Value Analysis
The Mission Statement Walking the Talk
The Vision or Objectives Statement
Business Definition
Values
Developing the Program
Planning As an Ongoing Process
Types of Teams
Ad Hoc Teams Staffing the Team
A Good Place to Start
Managing by Example
Opening Communication
Concerned Line Workers
Strategy Teams
Broad-Based Decisions
An Ongoing Charter
Managed versus Self-Directed Teams
Shared Services---Customer-Focused
The Printing/Finishing Operation and Teams
First Things First
Identifying Reasons to Change
Disappointing Profits
Quality Concerns
Poor On-Time Delivery Statistics Poor Productivity
An Unacceptable Level of Client Turnover.
An Unacceptable Level of Employee Turnover
Difficulty Competing with OtherTeam-Based
GASPs Chronic Conflicts Between
Departments or Staff Members
Inflexibility
ISO 9000 and/or Vendor Certification Requirements
Faster Response to Technical Change
Reduced Operating Costs
Acquisition and Divestiture No Reason at All
Support
Financial Commitment The Process
Four Different Approaches
Making the Move to Teams
As You Set Up the Team
Establishing a Climate Establishing Goals
Clear Sense of Authority
Critical Criteria
Consistent and Well-Defined Procedures
Data Management
Middle Management's True Role
What About Middle Managers?
Coaching and Coordinating Teams
Specialist Roles for Valuable People
Management Anxieties
Will Team Workers Get the Work Done?
Who Checks Quality? Goofing Off
Lateness and Absenteeism Overtime
Team Leader
Weak and Strong Models
Disciplining Wayward Members
Selling in the Team Environment
The Way We Sell Transaction Selling: Where We Are Today
Consultative Selling Partnership Selling
Traits of the Partnership
Changing the Game: A Real-World Example
Where Was That Monorail? See Food?
Forcing the Issue Roadblocks
Measuring, Budgeting, and Costing
Establishing a Starting Point: What Should
We Measure? OTD
Client-and Project-specific Profitability Rework
Estimates: Accuracy and Hit Ratios
Budgeting for Teams
So What Will It Cost Us?
The Bottom Line
Personnel Considerations
Changing Employee Profiles
Generations X, Y, Z, and Beyond
Careers on the Shop Floor
The Aging Craftsman
If You Can't Offer Security
Holding on to a Secret Specialty
Will I Need More or Fewer People?
Teams in the Real World
The Sites
Gamma One The Teams
Ramseyer on the Role of Management
Improving the Process
Conclusions
Laser Tech Color The Argument for Teams
First Attempts
How the Teams Work
Better Communication Staffing
Results
Phototype Adopting Teams
Getting Started
Taking Responsibility
Changed Crisis Handling
Meetings and Leaders Results
Changing Roles
Team Meetings
Building a Common Vocabulary Shifts
Empowering the CSR
Precision Color Graphics Team Structure
Job Tickets
The Change Results
Publisher's Press Team Roles
Crossing Functions
Teams and Customer Jobs
The Role of Customer Service Working with Employees
Rono Graphics New Prepress Operation
Expanding the Teams
Meanwhile The End
Critical Team Technologies
Network and Server Technology. Workflow
Team-based Servers
Communications
Links to Clients E-mail
Phone System
Data Systems Job Tickets
Training Lab
Learning the Tools
Why Teams Fail
Nonparticipation of Management
Management Trend of the Month
Attitude Toward Employees
Inability to Stay the Course
Bad Timing
Weak or Unstated Goals
Lack of Planning
Lack of Resources
Devil in the Details
Conclusions
Workflow Initiatives
Traditional Management Structures
Departmental set-ups
Robots or Decision-Makers?
The Bottom Line
Tangible Results Rework
On Time Delivery (OTD)
Body Count/Productivity EBIDTA
Some Final Thoughts
Bibliography
Index
Contents
Preface
Acknowledgements
Introduction
Management in the Graphic Arts Industry
Teams, Empowerment, Self-direction
The Old Way
Stress
Complexity
Attitude
Defining the GASP
The Terms of the Trades
GASP
Implications of the GASP Theory
Considering the Organization
The Departmental Model in the Graphic Arts The Natural, Traditional Approach
One Manager Per Unit
Departmental Warfare
Changing Roles of Departments
The Team Model
Negative Influences Forcing People to Work Together
Looking at the Whole Product
Cross-Training; Load-Sharing
Inwardly-Focused Companies
Winning Means Shunting Blame
Managers Do Firefighting
We Have Met the Enemy---and We Are Them
Client? What's a Client?
Inmates Not Allowed Out of the Asylum The Privateer Sales Force
Outwardly-Focused Companies
Motivation and Just Saying Thanks
Clients and Competitors a Constant Focus
Managers Build Bridges and Act As Strategic Resources
Sales Is Only One Part of the Whole
On Making the Company a Better Place to Live
Bleeding Heart or Good Management?
Decisions on the Shop Floor Having the Proper Tools---Working the
Numbers
What Numbers? Resistance to Data
Collection
Involve Employees in the Business
Operations or Card Punching?
Yes, Even Union Shops Can Do It
Communications
Do-It-Yourself Communications
The Inventory
Just How Important Are Communications
Issues?
The Role of Communications Style Analysis
Profiling As a Process
Real-Life Implications
A Bed of Roses?
Having Effective Meetings
Deciding What to Talk About Facilitation
Other Key People in the Meeting Tactical
Considerations
Strategic Planning
The Need for Direction
Vectors
Management's Responsibility
Setting Up the Team
Setting Goals and Objectives
Culture
SWOT Strengths
Weaknesses
Opportunities
Threats
Refining the Analysis
Value Analysis
The Mission Statement Walking the Talk
The Vision or Objectives Statement
Business Definition
Values
Developing the Program
Planning As an Ongoing Process
Types of Teams
Ad Hoc Teams Staffing the Team
A Good Place to Start
Managing by Example
Opening Communication
Concerned Line Workers
Strategy Teams
Broad-Based Decisions
An Ongoing Charter
Managed versus Self-Directed Teams
Shared Services---Customer-Focused
The Printing/Finishing Operation and Teams
First Things First
Identifying Reasons to Change
Disappointing Profits
Quality Concerns
Poor On-Time Delivery Statistics Poor Productivity
An Unacceptable Level of Client Turnover.
An Unacceptable Level of Employee Turnover
Difficulty Competing with OtherTeam-Based
GASPs Chronic Conflicts Between
Departments or Staff Members
Inflexibility
ISO 9000 and/or Vendor Certification Requirements
Faster Response to Technical Change
Reduced Operating Costs
Acquisition and Divestiture No Reason at All
Support
Financial Commitment The Process
Four Different Approaches
Making the Move to Teams
As You Set Up the Team
Establishing a Climate Establishing Goals
Clear Sense of Authority
Critical Criteria
Consistent and Well-Defined Procedures
Data Management
Middle Management's True Role
What About Middle Managers?
Coaching and Coordinating Teams
Specialist Roles for Valuable People
Management Anxieties
Will Team Workers Get the Work Done?
Who Checks Quality? Goofing Off
Lateness and Absenteeism Overtime
Team Leader
Weak and Strong Models
Disciplining Wayward Members
Selling in the Team Environment
The Way We Sell Transaction Selling: Where We Are Today
Consultative Selling Partnership Selling
Traits of the Partnership
Changing the Game: A Real-World Example
Where Was That Monorail? See Food?
Forcing the Issue Roadblocks
Measuring, Budgeting, and Costing
Establishing a Starting Point: What Should
We Measure? OTD
Client-and Project-specific Profitability Rework
Estimates: Accuracy and Hit Ratios
Budgeting for Teams
So What Will It Cost Us?
The Bottom Line
Personnel Considerations
Changing Employee Profiles
Generations X, Y, Z, and Beyond
Careers on the Shop Floor
The Aging Craftsman
If You Can't Offer Security
Holding on to a Secret Specialty
Will I Need More or Fewer People?
Teams in the Real World
The Sites
Gamma One The Teams
Ramseyer on the Role of Management
Improving the Process
Conclusions
Laser Tech Color The Argument for Teams
First Attempts
How the Teams Work
Better Communication Staffing
Results
Phototype Adopting Teams
Getting Started
Taking Responsibility
Changed Crisis Handling
Meetings and Leaders Results
Changing Roles
Team Meetings
Building a Common Vocabulary Shifts
Empowering the CSR
Precision Color Graphics Team Structure
Job Tickets
The Change Results
Publisher's Press Team Roles
Crossing Functions
Teams and Customer Jobs
The Role of Customer Service Working with Employees
Rono Graphics New Prepress Operation
Expanding the Teams
Meanwhile The End
Critical Team Technologies
Network and Server Technology. Workflow
Team-based Servers
Communications
Links to Clients E-mail
Phone System
Data Systems Job Tickets
Training Lab
Learning the Tools
Why Teams Fail
Nonparticipation of Management
Management Trend of the Month
Attitude Toward Employees
Inability to Stay the Course
Bad Timing
Weak or Unstated Goals
Lack of Planning
Lack of Resources
Devil in the Details
Conclusions
Workflow Initiatives
Traditional Management Structures
Departmental set-ups
Robots or Decision-Makers?
The Bottom Line
Tangible Results Rework
On Time Delivery (OTD)
Body Count/Productivity EBIDTA
Some Final Thoughts
Bibliography
Index
Caractéristiques techniques
| PAPIER | |
| Éditeur(s) | Prentice Hall |
| Auteur(s) | Gary Poyssick |
| Parution | 15/05/1999 |
| Nb. de pages | 278 |
| Format | 17 x 23 |
| Poids | 600g |
| EAN13 | 9780130203366 |
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