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Improving the weakest link : (Record no. 37687)

000 -LEADER
fixed length control field 02405naa a2200241uu 4500
001 - CONTROL NUMBER
control field 0120915590637
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20190211174026.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 101209s2010 xx ||||gr |0|| 0 eng d
999 ## - SYSTEM CONTROL NUMBERS (KOHA)
Koha Dewey Subclass [OBSOLETE] PHL2MARC21 1.1
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title eng
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name GUPTA, Mahesh
9 (RLIN) 35006
245 10 - TITLE STATEMENT
Title Improving the weakest link :
Remainder of title a TOC-based framework for small business
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. Oxfordshire :
Name of publisher, distributor, etc. Routledge,
Date of publication, distribution, etc. July/Aug. 2010
520 3# - SUMMARY, ETC.
Summary, etc. Small businesses constantly face challenges as they respond to changing environmental factors such as the emergence of worldwide markets, marketing clouts, depth and range of better quality products and demand for faster delivery times. In order to survive and prosper, small businesses have to redesign themselves for successful and sustained innovations. The implementation of evolving management philosophies such as theory of constraints, can provide an effective opportunity for them to compete and lead. The purpose of this paper is to accentuate the distinctive features of theory of constraints framework consisting of 3Ms (mindset, measurements and methodology) in a simple way that will assist the small-business owners/managers in the implementation. The proposed framework suggests that the managers should have: (i) a mindset of 'making' money instead of 'saving' money; (ii) focus on 'increasing throughput' instead of 'reducing expenses', through recognition and attention; and (iii) implicit 'focused' continuous improvement method to manage business constraints instead of improving processes 'at random'. Using a simple case study primarily and citing real-life small-business examples (where possible), we demonstrate how the theory of constraints based framework helps small business managers improve profitability by making significantly better decisions in strategic areas like product mix, pricing, new product introduction, outsourcing/purchasing, and investment decisions. We conclude our paper by acknowledging a few shortcomings of our paper and discussing some future research directions
590 ## - LOCAL NOTE (RLIN)
Local note Volume 21
590 ## - LOCAL NOTE (RLIN)
Local note Numbers 7-8
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name CHAHAL, Hardeep
9 (RLIN) 43270
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name KAUR, Gurjeet
9 (RLIN) 43271
700 1# - ADDED ENTRY--PERSONAL NAME
Personal name SHARMA, Ramji
9 (RLIN) 43272
773 08 - HOST ITEM ENTRY
Title Total Quality Management & Business Excellence
Related parts 21, 7-8, p. 863-883
Place, publisher, and date of publication Oxfordshire : Routledge, July/Aug. 2010
International Standard Serial Number ISSN 14783363
Record control number
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Periódico
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20101209
Operator's initials, OID (RLIN) 1559^b
Cataloger's initials, CIN (RLIN) Daiane
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20101209
Operator's initials, OID (RLIN) 1710^b
Cataloger's initials, CIN (RLIN) Carolina

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