An area in management where using BDM concepts should be front and center is with improvement activities. Whether reducing product, service, or activity costs, or going through a significant improvements or transformations enabled by lean, Six Sigma, or IT, the objective is to improve how much money we make. In fact, Taiichi Ohno, the architect of the Toyota Production System (TPS), the precursor to lean, argued the primary role of TPS was cost reduction with the hope of improving how much money Toyota made.1
Each year, executives around the world spend billions on improvements they feel will make their departments, divisions, or companies more money, and they walk away disappointed. I believe there are three key ...
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