Putting A Shine On Shoe OperationsGary Mcwilliams
At Timberland Co., reengineering has unraveled some old assumptions. The Hampton (N.H.) shoemaker had always measured productivity by the size of each delivery, so priority was given to department-store orders rather than those from small retailers. But managers of the $291 million company began to realize that small boutiques were a growing chunk of their business. Two years ago, they set out to change their routine.
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