By Michael L. George
Whilst Thoreau's injunction to simplify, simplify, is translated into the context of commercial administration, the result's this labyrinthine treatise. George, writer of Lean Six Sigma, and "complexity professional" Wilson contend that overcomplication is an insidious drain on companies. A proliferation of product and repair choices meant to spice up enterprise truly imposes hidden charges and mask the unprofitability of stagnating strains, whereas shoppers are usually baffled and aggravated by way of the plethora of superficially targeted strategies. The authors' remedy for complexity, although, turns out nearly as advanced because the disorder. they give a maze of arcane diagnostic instruments for assessing the complexity and profitability of goods, prone and clients, besides suggestion on tips on how to simplify, standardize or do away with them altogether, and pile on mathematical equations, byzantine flowcharts and hugely technical case reports ("at 50KW the DC voltage doubled, slicing the present in half-which intended the layout for the reduce strength rankings should be used all of the strategy to 80KW"). they supply a few important insights, truly, even supposing lumping them below the fashionable rubric of "complexity" does not upload a lot conceptual rigor. regrettably, the tactic of quantitatively studying the revenue effect of minute elements of bigger tactics turns out itself an exhausting layer of complexity so as to add to the undertaking of simplifying company practices. The accountants and approach layout engineers who could learn the booklet will locate a lot nutrients for proposal, yet also are prone to reserve it whilst it comes time to roll up their sleeves and get to paintings.
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Extra resources for Conquering Complexity In Your Business: How Wal-Mart, Toyota, and Other Top Companies Are Breaking Through the Ceiling on Profits and Growth
By then it is often too late. So it is with complexity. If high complexity means that products and services do not generate positive Economic Profit, you receive no outside signal that will cause prompt corrective action. If complexity is destroying profits and revenue growth, it won’t show up in managerial accounting and is hidden from GAAP accounting. ” The arrival of a competitor who has conquered the cost and resource drain of complexity can jeopardize your company’s very existence. Their arrival may signal management that a catastrophe has occurred.
This understanding of complexity’s impact at the process level and on PCE and cost forms the foundation for the complexity analyses we’ll explore in more detail later in the book. Endnotes 1 John A. Quelch and David Kenny, “Extend Profits, Not Product Lines,” Harvard Business Review, September-October 1994. 2 The S-1 registration that details this financial performance is available from the authors upon request. 3 The Complexity Equation is protected by US Patents 5,195,041 and 5,351,195 and patents pending.
If setup time is long, you have to produce in bigger batches simply because you won’t meet total demand if the batch is too small. And setup time is just one factor in the Complexity Equation. The Power of Numbers Lack of a quantitative understanding of the drivers of the cost of complexity has caused companies to make very bad decisions. One European car company decided to build focused factories to reduce the cost of complexity, building one model in Germany and a different model in Spain. Unfortunately, the demand for the model built in Spain lagged and resulted in layoffs, while the model built in Germany exceeded all forecasts and the factory worked beyond capacity at high cost.
Conquering Complexity In Your Business: How Wal-Mart, Toyota, and Other Top Companies Are Breaking Through the Ceiling on Profits and Growth by Michael L. George