By Norman P. Lieberman
Chemical engineers and technicians usually cannot determine the resource of kit malfunctions simply because they do not know how the apparatus works. This easy-to-read advisor deals factors of the interior workings of kit in petroleum refineries, chemical and pharmaceutical vegetation, fertilizer vegetation, and different non-stop strategy amenities. guidance, labored out calculations, and easy technique figures expedite troubleshooting of difficulties in warmers, generators, vacuum platforms, instrumentation, refrigeration structures, compressors, and lots more and plenty extra.
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Extra info for A Working Guide to Process Equipment
Collectively, these and other authors conveyed the palpable sense of urgency found throughout the market-leading organizations to identify market needs, meet those needs, and get ever better at doing so. This new perspective was exciting. It meant that managers mattered. Even if a firm’s external environment was hostile, its internal environment could be shaped to positive effect. Managers did not need government to rescue them, nor did they have to skulk around the marketplace looking for arenas bereft of competitors.
Chapter 10 concludes our in-depth look at Toyota by showing how the four capabilities are brought to bear in crisisrecovery situations like the overnight loss of a critical supplier or the closure of an essential port of entry. Those people who hold the belief that the high-velocity approach applies only to repeatable processes and fosters only incremental improvements will see that it can produce results at a speed and on a scale that are astonishing to most. With Chapter 11, we leave Toyota and turn to the important task of creating high-velocity organizations in the Amer- A 30 G e t t i n g to t h e F r o n t of t h e Pa c k ican health-care industry.
At this point, we have looked at the class of front-runners who are clearly doing something different than their peers and competitors, something that helps them take the lead and then keep increasing their lead. We have also asserted that it is not enough to imitate the distinctive techniques of these front-running leaders, to mistake the means for the ends. It is necessary to understand the goal of those techniques and to dedicate the organization’s efforts to that goal—the management of complex operations for high performance.