Behind Schedule Projects
In late 1991, the multi-million dollar chip-design project was six weeks behind schedule, burdened by skyrocketing costs and at risk of total failure. The project goal: to deliver a specialized micro-processor to a major computer manufacturer for a splashy debut at Comdex, the world's most celebrated technology showcase. Missing that deadline was not an option. 
Find out more...

Over Budget Projects
In 1996, the IT division of a well known insurance company decided to enhance the computer systems in their dental division. Customers were complaining. There was an average 18-minute hold time to reach customer service. Claims were backed up, averaging an alarming - and costly - 20 days. An initiative was funded to deliver new computerized systems. 
Find out more...

Companywide Improvements
As 1995 began, the CEO of Etec Systems had a goal: cut new-product cycle time in half so that the company could go public in the fall of 1995. But it didn’t look promising. Orders were backing up. Machines were being delivered with major subsystems “dead on arrival.” Parts were in short supply, which was delaying both production and field service. Steve knew something fundamental had to be done to get his company working right.
Find out more...

Divisional Improvements
In 1991, the microprocessor market was altered forever by with the release of a new breed of computer chip. To maintain his company’s market leadership, Youssef El-Mansy was given a $200 Million budget and some of the world’s finest scientists and technologists.
Find out more...