Successful Management Strategies and Tools: Industry Insights, Case Studies and Best Practices (Management for Professionals)

Successful Management Strategies and Tools
	Acknowledgements
	Contents
	List of Figures
	List of Tables
	About the Author
	List of Acronyms and Abbreviations
	1: Business Transformation and Project Management
		1.1 Transformation and Adaptability of Strategies and Tools
		1.2 Business Transformation Strategies
		1.3 Project Management Strategies
		1.4 Project Management Criteria
			1.4.1 Key Performance and Success Criteria
			1.4.2 Integration Management
			1.4.3 Performance Management
			1.4.4 Time Management
			1.4.5 Cost Management
			1.4.6 Quality Management
			1.4.7 People and Human Management
			1.4.8 Communication Management
			1.4.9 Risk Prevention Management
			1.4.10 Procurement Management
		1.5 Recommendations for Executing Project Management
		1.6 Case Study: CRRC Project Management in the U.S.A.
		References
	2: Corporate Strategic Management
		2.1 Levels of Strategy
			2.1.1 Corporate Strategy
			2.1.2 Business Strategy
			2.1.3 Functional Strategy
			2.1.4 Alignment of Strategies
		2.2 Strategic Triangle
		2.3 Strategic Analysis
			2.3.1 Analysing Important Factors
			2.3.2 Analysing the Environment
			2.3.3 Analysing the Industry
			2.3.4 Analysing the Strengths and Weaknesses of the Own Enterprise
			2.3.5 Analysing the Core Competencies
		2.4 Strategic Choice
			2.4.1 Generic Strategies
			2.4.2 Boston Consulting Matrix (BCG-Matrix)
			2.4.3 Ansoff-Matrix
				2.4.3.1 Horizontal Diversification
				2.4.3.2 Vertical Diversification
				2.4.3.3 Lateral Diversification
			2.4.4 Blue and Red Ocean Strategies
		2.5 Strategic Implementation
			2.5.1 Assessment of Suitability, Acceptability and Feasibility
			2.5.2 Suitability
			2.5.3 Acceptability
			2.5.4 Feasibility
		2.6 Strategic Pyramid
			2.6.1 Mission and Vision
			2.6.2 Goals and Objectives
			2.6.3 Core Competencies
			2.6.4 Strategies
			2.6.5 Strategic Architecture
			2.6.6 Control and Execution
		2.7 Core Values
		2.8 Strategies Must Focus on Value-Creation
		2.9 Case Study: Siemens Strategy
		References
	3: Cultural Change Concepts
		3.1 Management Transformation as Part of the Organisational Culture
			3.1.1 Stories and Myths
			3.1.2 Rituals and Routines
			3.1.3 Symbols
			3.1.4 Control Systems
			3.1.5 Organisational Structures
			3.1.6 Power Structures
			3.1.7 Cultural Web to Change
		3.2 Need for Change of Organisational Culture
			3.2.1 Challenge People to Think
			3.2.2 Lead by Example
			3.2.3 Take Lots of Leaps of Faith
			3.2.4 Create an Environment where It Is Acceptable to Fail
			3.2.5 Eliminate Concrete Heads
			3.2.6 Be a Great Teacher
			3.2.7 Show Respect to Everyone
			3.2.8 Motivate Your Followers
			3.2.9 Develop a True Team Environment
			3.2.10 Encourage People to Make Contributions
		3.3 Creating a Logical and Open Mind
		3.4 Leadership Development and Culture
		3.5 Emotional and Physical Strength
		3.6 Case Study: Toyota
		References
	4: Leadership, Empowerment and New Work Concepts
		4.1 Leadership in Lean Management
			4.1.1 Tells
			4.1.2 Sells
			4.1.3 Suggests
			4.1.4 Consults
			4.1.5 Joins
			4.1.6 Delegates
			4.1.7 Abdicates
		4.2 Empowerment and Jidoka
		4.3 Autonomous Work Groups
		4.4 Job Rotation
		4.5 Job Enlargement and Job Enrichment
		4.6 The Manager as the Coach of Employees
		4.7 Case Study: BMW Quality Through Job Rotation
		References
	5: Strategic Management Tools and Excellence Models
		5.1 Balanced Score Card (BSC)
			5.1.1 Better Strategic Planning
			5.1.2 Improved Strategy Communication and Execution
			5.1.3 Better Alignment of Projects and Initiatives
			5.1.4 Better Management Information
			5.1.5 Improved Performance Reporting
			5.1.6 Better Organizational Alignment
			5.1.7 Better Process Alignment
		5.2 European Foundation of Quality Management (EFQM)
			5.2.1 Concept of the EFQM Excellence Model
			5.2.2 Continuous Process
			5.2.3 Self-Assessment
			5.2.4 Application of the EFQM Excellence Model
		5.3 Baldrige Excellence Model
		5.4 Business PM Improvement Resource Planning (BPIR)
		5.5 Performance Management to Excellence Model (P2ME)
		5.6 Case Study: EFQM Model at BMW
		References
	6: Seven Management Tools (M7)
		6.1 Affinity Diagram
		6.2 Relations Diagram
		6.3 Portfolio Analysis
		6.4 Fault Tree Analysis (FTA)
		6.5 Matrix Diagram
		6.6 Network Planning or Mapping Tools
		6.7 Problem Decision Plan
		6.8 Case Study: Design Academy at Deutsche Telekom
	7: Statistical, Quality and Resource Management Tools
		7.1 Statistical Process Control (SPC)
		7.2 Failure Mode and Effects Analysis (FMEA)
		7.3 Seven Quality Management Tools (Q7)
			7.3.1 Error Collection List
			7.3.2 Histogram
			7.3.3 Pareto Analysis
			7.3.4 Correlation Diagram
			7.3.5 Quality Control Cards (QCC)
			7.3.6 Fishbone Diagrams
			7.3.7 Why Method
		7.4 Enterprise Resource Planning (ERP)
		7.5 Case Study: AirSupply
		References
	8: Problem-Solving, Process and Idea Creation Tools
		8.1 Introduction to Problem-Solving
		8.2 A3-Method
		8.3 8D-Process
		8.4 Kepner-Tregoe
		8.5 TRIZ
		8.6 Plan-Do-Check-Act (PDCA)
		8.7 Six Sigma
		8.8 Value Stream Mapping (VSM)
		8.9 RPR Method
		8.10 Brainstorming
		8.11 Mind Mapping
		8.12 Design Thinking
			8.12.1 The Concept of Design Thinking
			8.12.2 Understanding
			8.12.3 Observing
			8.12.4 Defining a Point of View
			8.12.5 Finding Ideas
			8.12.6 Prototyping
			8.12.7 Testing
		8.13 Case Study: Problem Solving with Kepner Troeger at Bayer AG
		References
	9: Supply Management Tools
		9.1 Supply Side
		9.2 Supply Management Objectives
		9.3 Managing the Supply Side
			9.3.1 Supply Management Process
			9.3.2 Supply Management Strategy
				9.3.2.1 Strategic Materials/components
				9.3.2.2 Leverage Materials/Components
				9.3.2.3 Shortage Materials/Components
				9.3.2.4 Standard or Catalogue Materials/Components
			9.3.3 Supply Management Selection and Evaluation
			9.3.4 Control Via Supplier Dashboard or Cockpit
			9.3.5 Supply Risks
			9.3.6 Method of Evaluation
		9.4 Case Study: Apple´s Outsourcing Strategy
		References
	10: Management Objectives, KPI and OKR
		10.1 The Performance Management Cycle
		10.2 Performance Excellence
		10.3 Key Performance Indicators (KPI)
		10.4 Objective Key Results (OKR)
		10.5 Case Study: Microsoft´s Strategy and Objectives
		References
	11: Financial Management Tools
		11.1 Financial Crisis Prevention and Crisis Symptoms
		11.2 Restructuring and Financial Restructuring
			11.2.1 Definition of Restructuring
			11.2.2 Strategic Restructuring
			11.2.3 Structural of Restructuring
		11.3 Financial Stability Assessment Tools
			11.3.1 Creditreform
			11.3.2 Creditsafe
			11.3.3 VDA-Rating
			11.3.4 Dun & Bradstreet (D&B)
			11.3.5 Rapid Ratings
		11.4 Case Study: Insolvency of SolarWorld AG
		References
	12: Supply Chain Management Tools
		12.1 Supply Chain Segmentation
		12.2 Commodity Management
		12.3 Make or Buy
		12.4 ABC-XYZ Analysis
		12.5 Internationalization Concepts
		12.6 Supply Chain Sustainability Management
		12.7 Vendor Managed Inventory (VMI)
		12.8 Efficient Consumer Response (ECR)
		12.9 Cross Docking
		12.10 Case Study: Industrial Supplier Park at Ford Saarlouis
		References
	13: Virtual Management and Cyber Tools
		13.1 Industry 4.0 in Lean Management
		13.2 Artificial Intelligence (AI) in Lean Management
			13.2.1 Lean AI Tools Will Lead to a Competitive Advantage
			13.2.2 Autonomous Robots
			13.2.3 Virtual Production and Supply Chains
			13.2.4 Lean Simulations
			13.2.5 System Integration
			13.2.6 Internet of Things
			13.2.7 Cybersecurity
			13.2.8 Cloud Computing
			13.2.9 Additive Manufacturing
			13.2.10 Augmented Reality
			13.2.11 Big Data
		13.3 Case Study: Google´s Self-Driving Cars
		References
	14: Audits and Quality Management Systems (QMS)
		14.1 Quality Management System (QMS)
		14.2 Audits
			14.2.1 Audit Types
			14.2.2 Quality Management Systems (QMS)
		14.3 Case Study: 5S Audits in Berliner Kindl Schultheiss Brewery
		References
	15: Lean Production Tools
		15.1 Principles of a Lean Production System
			15.1.1 Introduction
			15.1.2 Zero Defect Principle
			15.1.3 Pull Principle
			15.1.4 Flow Principle
			15.1.5 Tact Principle
		15.2 Andon
		15.3 Poka Yoke
		15.4 Gemba and Shopfloor
		15.5 Shadow Boards
		15.6 Health and Safety
		15.7 Overall Equipment Effectiveness (OEE)
		15.8 Kanban
		15.9 Supermarkets
		15.10 Case Study: Porsche Production System
		References
	16: Kaizen: Continuous Improvements in Small Steps
		16.1 Definition of Kaizen
		16.2 Kaizen Versus Innovation
		16.3 Visualisation Management
		16.4 Case Study: Mercedes´ Lean Management System
		References
	17: Waste and Value-Added Management Tools
		17.1 Value-Added and Waste
		17.2 Waste Identification Through Ishikawa Diagram
		17.3 Advantages and Disadvantages
		17.4 5S-Management Concept
		17.5 Seven Types of Waste in Manufacturing: TIMWOOD
			17.5.1 Transportation
			17.5.2 Inventory
			17.5.3 Motion
			17.5.4 Waiting
			17.5.5 Overproduction
			17.5.6 Overprocessing
			17.5.7 Defects
			17.5.8 Case Study: Alstom in China
		References
	18: Negotiation Management Tools
		18.1 A-6 Negotiation Concept
		18.2 Successful Negotiations with the A-6 Concept
		18.3 Focus of the A-6 Negotiation Concept
		18.4 Case Study: EU Negotiation Strategy for COVID-19 Vaccines
		References
	19: Change Management Tools
		19.1 Definition of Change Management
		19.2 External and Internal Reasons for Change
		19.3 Change Management Concepts
			19.3.1 Change Management Concept of Kurt Lewin
			19.3.2 Change Management Curve of Elisabeth Kürbler-Ross
			19.3.3 Change Management Phase Model of Kotter
			19.3.4 ADKAR Change Management Model
			19.3.5 McKinsey 7S Model
		19.4 Case Study: Change Management in Nissan
		References
	20: Innovation Management
		20.1 Introduction to Innovation Management
		20.2 Technical Relevance and Attractivity
		20.3 Strategic Relevance of Innovation Management
		20.4 Resource Intensity
		20.5 Future Potential of Innovations
		20.6 Fields and Tasks of Innovation Management
		20.7 Case Study: Digital Innovation in a Bakery in Tokyo
		References
	21: Glossary of Management Terms
	Index