Foreword | p. ix |
Introduction | p. xi |
Acknowledgments | p. xiii |
Winning the Race for Competitive Survival | p. 1 |
"If We Can Do It, Any Company Can!" | p. 3 |
"There's Something About a Harley" | p. 4 |
And Now the Good News | p. 6 |
Surmounting the "Insurmountable" | p. 10 |
Making It Against Your Competition--Anywhere in the World | p. 12 |
Eye-Opener | p. 13 |
Invasion | p. 21 |
Too Much, Too Fast, Too Bad | p. 23 |
Enter the White Knight | p. 25 |
How Bad Can Things Get? | p. 30 |
Struggle | p. 33 |
Willie G. and His Magic Crayons | p. 38 |
"We've Been Dumped On" | p. 43 |
A "Harley Freak" Retires | p. 44 |
Buyback | p. 49 |
Negotiating With the Boss | p. 51 |
The Market Heads South | p. 54 |
Ending the AMF Era | p. 55 |
AMF: Damned With Faint Praise--Or Praised With Faint Damns? | p. 56 |
Breakthrough | p. 61 |
Going Back to School | p. 63 |
The Drive for Quality | p. 71 |
Converting the Managers | p. 74 |
Completing the Productivity Triad | p. 77 |
The Triad: More Than the Sum of Its Parts | p. 79 |
Reprieve | p. 81 |
Cutting Back: Tough Decisions in Milwaukee | p. 87 |
Invasion of the Tariff Busters | p. 89 |
Refocus | p. 91 |
Throwing Out Lines of Communication | p. 91 |
Slash the Ad Budget? Is That Any Way to Goose Sales? | p. 93 |
Look Ma, No Oil Puddle | p. 95 |
Product Strategy: Giving Customers a Choice | p. 97 |
Revolt | p. 101 |
Hardball | p. 109 |
Back in the Black | p. 111 |
Bankers Doing What Bankers Do | p. 112 |
Pulling the Plug | p. 114 |
Seven Days From Chapter 11 | p. 119 |
Turnaround | p. 125 |
Throwing Away the Crutches | p. 130 |
How Sweet It Is | p. 132 |
Harley-Davidson's Birthday Bash | p. 134 |
A Vision of Excellence | p. 137 |
How Your Company Can Do What Harley-Davidson Is Doing | p. 139 |
Strategies for Improving Processes and Involving People Through the Productivity Triad | p. 141 |
Four Basic "World-Class" Manufacturing Strategies | p. 141 |
The Awesome Power of the Productivity Triad | p. 145 |
Productivity Triad Component 1: Just-in-Time Inventory (JIT) | p. 147 |
Productivity Triad Component 2: Employee Involvement (EI) | p. 161 |
Productivity Triad Component 3: Statistical Operator Control (SOC) | p. 176 |
Getting Suppliers Into the Act | p. 182 |
Mistakes to Avoid | p. 186 |
Above All, You Must Believe | p. 186 |
Strategies for Product Development and Marketing: Adapting to a Customer-Driven Era | p. 187 |
Six Strategies Harley-Davidson Used to Beat Its Competition | p. 188 |
Financial Strategies: Turning Around to Survive--And Thrive | p. 201 |
Living With the LBO | p. 201 |
What Harley-Davidson Did to Survive: Three Key Strategies You Can Use | p. 203 |
When a Banking Relationship Turns Sour | p. 208 |
Refinancing Crisis: How Harley-Davidson Avoided Bankruptcy | p. 208 |
Going Public: How Harley Made a Run for Daylight | p. 211 |
The Guidelines Harley-Davidson Followed | p. 212 |
Acquiring Holiday Rambler: How the Decision Was Made | p. 213 |
Selected Readings | p. 219 |
Index | p. 221 |
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