High performance systems are a source of major competitive advantage and a sure path to increased market share. The advantage consistently goes to the nation, the army, the team that discovers an organization design that gives it an edge in competition. Like much invention, the discovery of a high performance organization design is most likely to come about through trial and error under competitive pressure. At the threshold of the twenty-first century, critical analysis of the history of high performance offers a rich fund of historical information and insight into the course of high performance systems evolution. This book offers a beginning into a better understanding of how high performance systems develop and are superseded by ever newer and more advanced systems.

From history, social science research and the lessons of present-day global operations strategy, those elements that seem fundamental to past and future high performance management are identified in this timely critique. It concludes with suggested directions for exploration in the reinvention of tomorroW's high performance systems.

Effective service delivery requires a transition from high-volume, long-run operations to low-volume, short-run output. In conventional terms, inefficiency is inherent in such a shift. The Japanese experience suggests, however, that this convention is in error; success is available if we can only organize operations away from capital toward labor intensiveness with emphasis on multipurpose machinery and multiskilled workers as the foundation. Wholly new devices that accept the inevitability of bottlenecks and focus on managing them are required for managing work flow. A century of mass production has set in place habits and concepts of operations management that are inappropriate to the need. A new vision is needed. This book outlines an operations vision based on proven principles of management and organization science that can guide the way into an emerging service era.

Glenn Bassett looks at a variety of service industries from the perspective of cost and quality management. He argues the basic inevitablitity of suboptimized plant and equipment utilization. The potential for conflict between commodity and noncommodity dimensions of service is examined. Basic methods of cost control and work flow management are described. The varied and sometimes shifting bases of service quality are described in considerable detail, industry by industry where necessary. Methods for selecting and training effective service-providers are reviewed. Reform of government service as metaphor and model for the service revolution is detailed. The focus always is on sound, cost-effective, high-quality service delivery using the best available operations methods. It is sound operations management that will contribute genuine value to tomorroW's service industries. The basics of that discipline are the subject of this book.

Mass production is on its way out, according to Glenn Bassett, and is being replaced by a project shop economy. In a visionary book that is both theoretical and practical Bassett examines the factors turning our economy back to the short-run production methods that prevailed until the Industrial Revolution, 150 years ago. This economic change can be disorienting to management and can produce wrenching changes on the shop floor. Using the models and methods of management science, the author shows how to make the transition easier. He offers fresh strategies for measuring business effectiveness and specific management practices appropriate to the flexible, small-scale job shop. These include moderate to low capacity utilization, scheduling sensitivity to bottlenecks, and development of the job shop's most important asset--its highly skilled workers.

The historical analyses in this work are compelling to any reader aware of the limitations of passive consumerism. An economy characterized by mass production of commodity goods and services is inherently unstable because people will naturally begin to seek self-expression in the special and the uncommon. Not just a countertrend in a society of mass markets, this reemphasis of craftsmanship and quality represents a full-scale reversion to nonstandardization. Bassett helps managers understand the true value of custom production. While the project shop can never possess the precision and efficiency of mass production, it is more effective. It puts out higher quality products and provides a more humane workplace that utilizes the full potential of skilled workers. This book will help managers of short-run/custom production and service operations and production operations managers to adapt to the changing workplace and economy.