Search results for "tag:"Author Daniel Borris""
Apple Academic Press Inc. The Success or Die Ultimatum
Book SynopsisAlthough eliminating waste and reducing variation are essential for successful improvement initiatives, few books integrate Lean, Six Sigma, and cultural issues into a single management and improvement initiative. Filling this void, this book details a proven recipe for applying Lean, Six Sigma, and the Theory of Constraints in a manner that will maximize return on investment, cash flow, and net profits.The Success or Die Ultimatum: Saving Companies with Blended, Long-Term Improvement Formulas uses a compelling story format to guide readers through a collection of stories that illustrate best practices for finding and fixing common issues found in today's organizations. It uses in-depth case studies to illustrate a range of scenarios at a call center, pharmaceutical company, automotive parts supplier, and metals distributor and processor.Readers will learn simple techniques, such as face-to-face discussions to gather data, as well as more complex diaTable of ContentsThe Uninvited Visitors. The Consultant. The CEO. The COO. Hamish. Division Presidents. Big Picture Map. Hugh Greenlees. The Confrontation: Ronson & Ronson Metals Distribution. Next Automotive. Chuck Nothis Clarity. Independent Pharmaceuticals. Lucie Bell. Phonethics: The Call Center. Elizabeth Golden. The Project Plan. Corporate Cost Allocations Overall. The Low-Hanging Fruit: Phonethics. Initial Analysis and Morning Meetings: Next Automotive. Theory Becomes Practice: Next Automotive 3. Chuck Nothis: Curriculum Vitae. Understanding Data and Basic Statistics: Introduction to SPC. The Powder Analysis Powder Data. Hugh Comes Around? Ronson & Ronson Metal Distribution 3. Corporate Update. Corporate Cost and Strategy. Hugh Greenlees 2. Hamish 2. Commitment. Jeff Lincoln 2. Phonethics Call Center Company 3. Phonethics 4: The Diagnosis. Elizabeth Golden 2. Lucie Bell 2. Strategy Meeting with the Board.
£48.73
Taylor & Francis Inc The Grow or Die Ultimatum
Book SynopsisMergers and acquisitions require diligent planning and are extremely hard work -- you can't get better just by getting bigger! Businesses must run effectively before they are expanded through acquisition. Using a compelling story format featuring a cast of characters, The Grow or Die Ultimatum: Creating Value Through Acquisition and Blended, Long-Term Improvement Formulas provides a guide through the steps that optimize your current business before finalizing a new acquisition and covers acquisition criteria, including communications, establishing a high performance culture, selecting an mergers and acquisitions broker, strategic planning, project planning, screening the potential acquisitions, the due diligence process, business integration, team building, problem solving techniques, training the trainer, theory of constraints, and the ongoing management and control of the new expanded business entity. All of the techniques introduced in this book can be used iTable of ContentsChapter 1: To acquire or to be acquired. Chapter 2: M&A in the cold light of day. Chapter 3: Preparing the message for the board. Chapter 4: Expectations are reset on M&A valuations. Chapter 5: Getting your own house in order --The division president’s performance updates. Chapter 6: Summary update for the chair of the board. Chapter 7: The help arrives. Chapter 8: Establishing the mandate and gated approach. Chapter 9: John and Rory get reacquainted. Chapter 10: The search for our M&A Broker. Chapter 11: Expect resistance -- Doing the rounds with the division presidents. Chapter 12: The strategic review. Chapter 13: Defining the M&A targets. Chapter 14: The business analysis training -- think, think, think. Chapter 15: Selecting the right broker. Chapter 16: Initial internal analysis findings. Chapter 17: Four point planning. Chapter 18: At the heart of every problem there is a nut to crack. Chapter 19: Corporate culture. Chapter 20: The project plan.Chapter 21: Communication and final broker selection. Chapter 22: Due diligence -- don’t fall in love too soon. Chapter 23: Due diligence 2 -- What was that again? Chapter 24: Due diligence 3 -- look before you leap. Chapter 25: Due diligence 4. Chapter 26: The communications strategy. Chapter 27: Rory McGregor. Chapter 28: Status update to the chairman of the board. Chapter 29: A high performance culture. Chapter 30: Spreading the message -- Train the Trainer skills. Chapter 31: The M&A shortlist. Chapter 32: What we are working with is time and space –Synchronous. Chapter 33: Preliminary acquisition meetings -- the faces behind the deals. Chapter 34: And more preliminary meetings. Chapter 35 Go-No Go -- Do these fit? Chapter 36: Planning the coming due diligence. Chapter 37: Details for the due diligence – questions, questions, questions. Chapter 38: The due diligence is launched. Chapter 39: In the final analysis. Chapter 40: The numbers are in. Chapter 41: An integrated approach. Chapter 42: Two years in. Chapter 43: Three years in. Chapter 44: Four years in. Chapter 45: Five years in.
£37.99
