Knowledge@SMU
Publication Type
Journal Article
Publication Date
5-2010
Abstract
During bad economic times, the knee-jerk reaction of most organisations is to stay lean. This usually involves cutting financial costs, trimming headcount and renegotiating wages; unfortunately, all short-lived means of trimming the fat. What organisations should do if they want to keep lean is to look within. Many a time, inefficiencies along internal processes chalk up resources that could have gone towards increasing productivity. Organisations that refuse to examine these issues create not only excessive costs, but they also breed a culture where there is no pressure to improve – much like a dangling rubber band, according to John S. Hamalian, a regional director at Dell.
Disciplines
Business
Copyright Owner and Holder
Copyright © Singapore Management University 2012
Licece/Creative Commons Licence
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Article ID
1285
Subject(s)
Operations Management
Citation
Knowledge@SMU.
Lean thinking: A case for 'rubber band' organisations. (2010).
Available at: https://ink.library.smu.edu.sg/ksmu/335