Manufacturing has entered the early stages of a revolutionary period caused by the convergence of three powerful trends: * The rapid advancement and spread of manufacturing capabilities worldwide has created intense competition on a global scale. * The emergence of advanced manufacturing technologies is dramati cally changing both the products and processes of modern manufac turing. * Changes in traditional management and labor practices, organiza tional structures, and decision-making criteria represent new sources of competitiveness and introduce new strategic opportunities. These trends are interrelated and their effects are already being felt by the u.s. manufacturing community. Future competitiveness for manu facturers worldwide will depend on their response to these trends. Based on the recent performance of u.s. manufacturers, efforts to respond to the challenges posed by new competition, technology, and managerial opportunities have been slow and inadequate. Domestic markets that were once secure have been assailed by a growing number of foreign competitors producing high quality goods at low prices. In a number of areas, such as employment, capacity utilization, research and development expenditures, and capital investment, trends in u.s. manufacturing over the last decade have been unfavorable or have not kept pace with major foreign competitors, such as Japan. There is substantial evidence that many u.s. manufacturers have neglected the manufacturing function, have overemphasized product development at the expense of process improvements, and have not begun to make the adjustments that will be necessary to be competitive.

Manufacturing has entered the early stages of a revolutionary period caused by the convergence of three powerful trends: * The rapid advancement and spread of manufacturing capabilities worldwide has created intense competition on a global scale. * The emergence of advanced manufacturing technologies is dramati cally changing both the products and processes of modern manufac turing. * Changes in traditional management and labor practices, organiza tional structures, and decision-making criteria represent new sources of competitiveness and introduce new strategic opportunities. These trends are interrelated and their effects are already being felt by the u.s. manufacturing community. Future competitiveness for manu facturers worldwide will depend on their response to these trends. Based on the recent performance of u.s. manufacturers, efforts to respond to the challenges posed by new competition, technology, and managerial opportunities have been slow and inadequate. Domestic markets that were once secure have been assailed by a growing number of foreign competitors producing high quality goods at low prices. In a number of areas, such as employment, capacity utilization, research and development expenditures, and capital investment, trends in u.s. manufacturing over the last decade have been unfavorable or have not kept pace with major foreign competitors, such as Japan. There is substantial evidence that many u.s. manufacturers have neglected the manufacturing function, have overemphasized product development at the expense of process improvements, and have not begun to make the adjustments that will be necessary to be competitive.

This book provides an introduction to RFID technology. It describes and addresses the following: How RFID works, how it is and can be used in current and future applications. The History of RFID technology, the current state of practice and where RFID is expected to be taken in the future. The role of middleware software to route data between the RFID network and the information technology systems within an organization. Commercial and government use of RFID technology with an emphasis on a wide range of applications including retail and consumer packaging, transportation and distribution of products, industrial and manufacturing operations, security and access control. Industry standards and the regulatory compliance environment and finally, the privacy issues faced by the public and industry regarding the deployment of RFID technology.

A business organization, like a human body, is only as effective as its various processes. Pretty obvious, right? Yet, as V. Daniel Hunt demonstrates in this groundbreaking book, the failure to appreciate this obvious fact is the reason most reengineering schemes fail. Managers whose job it is to improve company performance, like physicians who work to improve patient health, must develop a clear picture of how each process fits into the overall organizational structure; how it ought to function; and how well it is performing at any given moment; before they can form a diagnosis or devise a treatment strategy.

Fortunately, a powerful new analytical tool that has emerged in recent years helps you to do all of that and much more. Developed at General Electric, process mapping has been implemented in companies around the globe, and the results have been simply astonishing. Now find out how to make this breakthrough reengineering technology work for your organization in Process Mapping.

The first and only hands-on guide of its kind, Process Mapping arms you with a full complement of state-of-the-art tools and techniques for assessing existing business processes and developing a detailed road map for ongoing change and improvement. Internationally known management consultant and bestselling author V. Daniel Hunt guides you step-by-step through the entire process. He helps you assess the need for process reengineering in your organization and determine whether or not a process map is what you need. He shows you how to create a process mapping team and helps you select the best-buy process mapping tools for the job. He explains how to gather vital information about your business processes via focused interviews and other interview techniques, and how to use this data in implementing process mapping. He also offers expert advice on how to apply your process map to significantly improve business functions and bottom-line performance.

Hunt draws upon the experiences of companies around the world whose process mapping success stories will be a source of inspiration and instruction. You'll find out just how process mapping was put to use—and the results it achieved—at General Electric, IBM, NASA, Tandy Electronics, Shawmut National Bank, Fluor Daniel, Exxon, and other leading product and service firms.

Find out all about today's most important new management tool and how to put it to work for continuous improvement in your organization in Process Mapping.

The first and only hands-on guide to a powerful new process mapping tool

The most important new process improvement tool to come along in more than a decade, process mapping enables managers to easily identify and assess the various business processes that make up their organizations and to develop a road map for continued performance improvement. Now find out how to make this breakthrough management tool work in your organization by applying Process Mapping. V. Daniel Hunt, the bestselling author of Reengineering, Quality in America, and The Survival Factor, guides you step-by-step through the entire process. He gives you all the proven process mapping tools and techniques you need to:

• Assess the need for process improvement in your company
• Decide if process mapping is right for you
• Create a process mapping team
• Select the best process mapping software tools for the job
• Collect vital information about business processes
• Use the data to build your own process map
• Use your process map to significantly improve bottom-line business performance

Hunt also provides detailed case studies of product and service companies around the globe that have discovered the value of process mapping. You'll find out how General Electric, IBM, NASA, Tandy Electronics, Shawmut National Bank, Fluor Daniel, Exxon, and other leading companies achieved stunning results when they made process mapping part of their business improvement efforts.