decades ago, leaders in industry-facing higher unemployment numbers, increasingly
poor product quality, and declining market shares—began searching for solutions. Poor
industrial performance, along with emerging market factors unknown in the history of
business, acted as a catalyst for a paradigm shift in industry equivalent to the industrial
revolution of the late 1800’s. Since the I980’s the shift has become more profound and
market factors have become more pronounced. Some of these factors include the
development of sophisticated technology, true global competition, an exponential growth
in knowledge, and relentless change (Broskoske, Harvey, & White, 1998; O’Keefe,
2002).
As early as 1990, the Federal Government became concerned enough about the
emerging global market and its characteristics that it charged the Department of Defense
with the responsibility of seeking ways in which American industry could recapture
market strength. As a result, a task force was created in 1991. It consisted of over a
dozen manufacturing executives and numerous consultants (Goldman, Nagel, & Preiss,
1995). In 1991 a report entitled 21st Century Manufacturing Enterprise Strategy: An
Industry-Led View concluded that indeed, a totally new system of competition was
emerging in response to an information-driven market, a market unlike any economic
order previously known. The report further concluded that mere incremental
improvement of U.S. manufacturing would fail to return the United States to a globally
competitive position. Subsequent reviews of the study by nearly 200 business executives
and government agencies affirmed the conclusions of the report (Chamitski, 2002).
decades ago, leaders in industry-facing higher unemployment numbers, increasingly
poor product quality, and declining market shares—began searching for solutions. Poor
industrial performance, along with emerging market factors unknown in the history of
business, acted as a catalyst for a paradigm shift in industry equivalent to the industrial
revolution of the late 1800’s. Since the I980’s the shift has become more profound and
market factors have become more pronounced. Some of these factors include the
development of sophisticated technology, true global competition, an exponential growth
in knowledge, and relentless change (Broskoske, Harvey, & White, 1998; O’Keefe,
2002).
As early as 1990, the Federal Government became concerned enough about the
emerging global market and its characteristics that it charged the Department of Defense
with the responsibility of seeking ways in which American industry could recapture
market strength. As a result, a task force was created in 1991. It consisted of over a
dozen manufacturing executives and numerous consultants (Goldman, Nagel, & Preiss,
1995). In 1991 a report entitled 21st Century Manufacturing Enterprise Strategy: An
Industry-Led View concluded that indeed, a totally new system of competition was
emerging in response to an information-driven market, a market unlike any economic
order previously known. The report further concluded that mere incremental
improvement of U.S. manufacturing would fail to return the United States to a globally
competitive position. Subsequent reviews of the study by nearly 200 business executives
and government agencies affirmed the conclusions of the report (Chamitski, 2002).
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