Stihl American

Legacies are not easily built. They take dedicated individuals who are willing to risk everything, work hard, and be examples of excellence. The eclectic group of pioneers who laid the foundation for Stihl's success in America could not have been more different from each other. But they shared the common drive and character that has proven the test of time. Stihl American features the amazing stories of these pioneers, including: • A descendant of Daniel Boone’s sister who first sold Stihl saws in America during the 1930s. • A Jersey boy who, after fighting his way across France and Germany, found himself near the spot where the chainsaw was invented. Twenty years later he secured a one-page contract to sell Stihl in North America. • A young Native American boy, orphaned during the Osage Reign of Terror, who grew to be an Osage Indian Chief and introduced Stihl to loggers in the Rockies. • A rambunctious Missourian, who, after a stint with the OSS flying B17 bombers during WWII, assisted her husband to establish Stihl in the high plains. • An Arkansas lawyer, who, after losing an eye during the apprehension of a mass murderer, partnered with a timber buyer and introduced Stihl to America's Southwest. • A lefty from Ohio, scouted by baseball’s legendary Eddy Stanky, who chose to introduce Stihl to New England rather than play professional baseball. • The husband of a former Miss New Hampshire who had the entire United States as his sales territory and became the first Man of Stihl in America. • A piano player from a tiny town in Missouri who became Stihl's largest independent distributor. • A Canadian born Scotsman who started as a low-level Stihl employee and eventually rose to the position of president, leading the company to decades of record-setting sales. This is the exemplary heritage of STIHL in America!

How America can rebuild its industrial landscape to sustain an innovative economy. America is the world leader in innovation, but many of the innovative ideas that are hatched in American start-ups, labs, and companies end up going abroad to reach commercial scale. Apple, the superstar of innovation, locates its production in China (yet still reaps most of its profits in the United States). When innovation does not find the capital, skills, and expertise it needs to come to market in the United States, what does it mean for economic growth and job creation? Inspired by the MIT Made in America project of the 1980s, Making in America brings experts from across MIT to focus on a critical problem for the country. MIT scientists, engineers, social scientists, and management experts visited more than 250 firms in the United States, Germany, and China. In companies across America—from big defense contractors to small machine shops and new technology start-ups—these experts tried to learn how we can rebuild the industrial landscape to sustain an innovative economy. At each stop, they asked this basic question: “When you have a new idea, how do you get it into the market?” They found gaping holes and missing pieces in the industrial ecosystem. Even in an Internet-connected world, proximity to innovation and users matters for industry. Making in America describes ways to strengthen this connection, including public-private collaborations, new government-initiated manufacturing innovation institutes, and industry/community college projects. If we can learn from these ongoing experiments in linking innovation to production, American manufacturing could have a renaissance.

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Strategic Operations Management, 4th Edition, shows how vital it is to have world-class operations management in any organisation. In the past, where organisations tended to be more hierarchical than today, the words, "strategy" and "operations" were almost mutually exclusive. In today's highly competitive environment, though, strategic operations capabilities must be in place for organisations to provide goods and services that meet and exceed customer requirements. Key issues such as cost, speed, quality, flexibility and constant innovation are all part of strategic operations. However, achieving such capabilities does not come by chance - instead a range of factors need to be put in place. This new edition pays equal attention to manufacturing and service sectors. It includes numerous references to, and discusses, major changes taking place in the business world, including 3-D printing; virtual organisations; Cloud – Big Data and the Internet of Things; Servitization, global markets, ongoing innovation and managing within complex supply networks. Cases are included from a range of settings across the globe. Students taking MBA, MSc and MBM classes on operations management, advanced operations management, and strategic operations management will find this textbook fulfills all their requirements whilst advanced undergraduate classes in these areas will also find the book an essential read.

For more than a century the American farm, factory and frontier provided opportunities for physical workers to display their skill, win a bet, brag or perhaps just have some fun. Competitions that emphasized useful skills, like plowing, corn-husking, rock drilling, typesetting, and tree cutting, were common in the antebellum and post-Civil War periods, often drawing large crowds and the attention of sporting journals. For many years conventional American sports occurred in the workplace. This may help explain why the nicknames of so many prominent collegiate or professional sporting teams--Cornhuskers, Lumberjacks, Miners, Cowboys, Packers and Boilermakers--are also the occupations of 19th century worker-athletes. By examining the American experience with competitions among workers, this book provides a new understanding of the interrelated nature of occupation and leisure.