Optimizing performance in a self-conducted {open_quotes}Rightsizing{close_quotes} effort
- I&C Engineering Associates, Waterford, CT (United States)
The differentiation among {open_quotes}rightsizing,{close_quotes} {open_quotes}downsizing,{close_quotes} and {open_quotes}reengineering{close_quotes} has been lost by many organizations. Also, unfortunately of late, the approaches to improved competitiveness and worker productivity are being viewed, by many companies, as neither worth the effort nor achieving the desired results. In some cases, the effort may actually create more negative results. This type of negative perception has been documented in a variety of sources that include the following: (1) less than half the companies reporting improvements in operating profits after the cuts were made, (2) the processes resulting in significantly degraded morale among more than 75% of the employees, (3) less than one-third of organizations reporting improvements in worker productivity, and (4) even Michael Hammer (the reengineering {open_quotes}guru{close_quotes}) believing that more than 50% and maybe as much as 70% of the organizations do not achieve the intended results. This paper describes an integrated organizational review process that was applied within a nuclear utility that did achieve the desired results.
- OSTI ID:
- 436846
- Report Number(s):
- CONF-9606116--
- Journal Information:
- Transactions of the American Nuclear Society, Journal Name: Transactions of the American Nuclear Society Vol. 74; ISSN TANSAO; ISSN 0003-018X
- Country of Publication:
- United States
- Language:
- English
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