LEADER 05209nam 2200661 450 001 9910813533903321 005 20230803195344.0 010 $a1-118-86504-9 010 $a1-118-86522-7 035 $a(CKB)2670000000530884 035 $a(EBL)1641078 035 $a(SSID)ssj0001212301 035 $a(PQKBManifestationID)11720436 035 $a(PQKBTitleCode)TC0001212301 035 $a(PQKBWorkID)11210668 035 $a(PQKB)11611801 035 $a(MiAaPQ)EBC1641078 035 $a(Au-PeEL)EBL1641078 035 $a(CaPaEBR)ebr10843876 035 $a(CaONFJC)MIL578596 035 $a(OCoLC)900168698 035 $a(EXLCZ)992670000000530884 100 $a20140324h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aLow-hanging fruit $e77 eye-opening ways to improve productivity and profits /$fJeremy Eden, Terri Long ; cover design, Michael J. Freeland 210 1$aHoboken, New Jersey :$cWiley,$d2014. 210 4$dİ2014 215 $a1 online resource (226 p.) 300 $aDescription based upon print version of record. 311 $a1-118-85792-5 327 $aLow-Hanging Fruit: 77 Eye-Opening Ways to Improve Productivity and Profits; Copyright; Contents; Acknowledgments; Introduction Why Is Low-Hanging Fruit So Hard to Spot?; Sand in Your Suitcase; Low-Hanging Fruit; Humans Ruled the World by Harvesting-Now You Can Rule Your Company by Harvesting Ideas!; Increasing Your Idea Harvest Yield Exponentially; Part 1: How to Uncover Low-Hanging Fruit: Seeing the Problem Is Harder than Solving the Problem; Problem Solving in a Nutshell; Chapter 1: Put a Price Tag on Everything to Stop the Waste 327 $aChapter 2: "Value Engineer" Your Products to Eliminate What Your Customers Won't Pay For Chapter 3: Ask "Why?" Five Times to See the Real Problem; Chapter 4: Ask, "How Do We Know That Is True?"; Corporate Myth Busting with "Why?" and "How Do We Know That Is True?"; Chapter 5: You Need to Tag It to Bag It: Name a Problem to Help Everyone See It!; Chapter 6: Don't Be Fooled by Misleading Metrics: Zero in on the Ugly and Rattle the Status Quo by Turning Metrics Upside Down; Chapter 7: The 80/20 Rule: Everyone Knows It, but Few Use It!; Chapter 8: Find Quick-and-Dirty Data to Get Refined Insights 327 $aChapter 9: Benchmarking Is a Mistake Chapter 10: Use Brainstorming in a New Way: To Find Problems, Not Solutions; Part 2: Now That You See It, Solve It!; Chapter 11: Ask the People Closest to the Work for Their Ideas; Chapter 12: Get Out of Your Office and Go See for Yourself; Chapter 13: Stop Ignoring Your Introverts; Chapter 14: Turn Complaints into Collaboration: The Interdepartmental Job Swap; Chapter 15: Other People Have Great Ideas-Just Ask Your New Hires and Your Vendors!; Silence Isn't Golden-Honest Rejection Is 327 $aDon't Let Your Company's Gatekeepers Stand between You and Higher Profits Chapter 16: Does Your Customers' Journey Take Them on a Road Full of Potholes?; Chapter 17: The Unintentional Squelch; Chapter 18: Stop Brainstorming to Find New Ideas That Move the Profit Needle; Chapter 19: Making Problems Harder Can Make Finding Solutions Easier; Chapter 20: Use a Checklist-It Works for Fighter Pilots and Brain Surgeons, and It Will Work for You!; Chapter 21: Actually . . . Just Don't Do It!; Chapter 22: Give People What They Need, Not What They Want; Chapter 23: Simplify 327 $aChapter 24: Push Work Down to the Lowest-Paid Person Capable of Doing It Chapter 25: Save a Bundle: Take Simple and Low Tech over Sexy and High Tech; Chapter 26: Save More than a Bundle: Go No Tech over Low Tech!; Chapter 27: Borrow Good Ideas; Chapter 28: Force People to Get Help; Part 3: Motivate Your Team to Harvest Low-Hanging Fruit; Chapter 29: Create an Idea-Based Budget; Chapter 30: The Five Surprising Words That Keep a Good Executive from Being Great: "I Want Everyone on Board"; Chapter 31: If You Want the Money, Spend the Time 327 $aChapter 32: Executive Motivators That Demotivate Everyone Else 330 $aEvery day, thousands of hidden and ignored problems frustrate workers and customers and, in turn, reduce profits. The key to finding and fixing these problems is to engage employees closest to the work and closest to the customer in new ways so they can contribute their ideas. This book provides rules that, if followed, will allow employees to harvest all the low hanging fruit - and some that is not so low hanging - that will grow earnings, make customers happier, and increase morale. Some examples of these rules include Rule 15: Routinely review - and stop - "zombie projects". 606 $aBusiness cycles 606 $aIncome distribution 606 $aSmall business 615 0$aBusiness cycles. 615 0$aIncome distribution. 615 0$aSmall business. 676 $a658.314 700 $aEden$b Jeremy$01631452 702 $aLong$b Terri 702 $aFreeland$b Michael J. 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910813533903321 996 $aLow-hanging fruit$93970253 997 $aUNINA