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Home > Contributor Biographies > Jeffrey T. Luftig

Contributor Biographies

Jeffrey T. Luftig

Professor of Management, Lockheed Martin Engineering Management Program, College of Engineering and Applied Science, University of Colorado, Boulder, USA

Jeffrey T. Luftig is the Lockheed Martin professor of management and director of the Lockheed Martin Engineering Management Program, University of Colorado, and the director of Vector, the university’s center for business performance improvement. He is also president emeritus of Luftig & Warren International, which developed and delivered training and consulting services in the quality sciences to businesses and industries throughout the United States, Europe, Asia, South America, and Australia. Clients included Alcoa, Hughes Aircraft, IBM, Ford Motor Company, and Motorola. Luftig is a past recipient of the endowed chair for research, development, and training in the quality sciences, funded by Ford Motor Company, and the W. E. Deming chair at the University of Colorado.

Articles by this Author

  • Customer Product Rationalization (CPR) for Ailing Businesses
    by Jeffrey T. Luftig, Steven M. Ouellette
    Every organization knows that some of its products or services, and perhaps even some customers, lose money with every sale. The problem, of course, is in figuring out which they are. There is a complex interplay between production or service provision rates, differential revenue, and costs, which all needs to be accounted for in order to make rational decisions about the product and service portfolio and customers selected. This is further...
  • Hoshin Kanri: Deploying Your Strategic Intents to Achieve Business Excellence
    by Jeffrey T. Luftig, Steven M. Ouellette
    Many companies strive to be the best in their market. Most never succeed. Many of those that do, do so only temporarily, and subsequently lose their position through misunderstanding how they got there and what is needed to stay there. Very few, as Jim Collins (2001) has stated, are capable of going from “good to great.”Companies that achieve, and subsequently maintain, business excellence have a number of traits in common. One of the most...
  • Generating Increased Revenue and Profitability through Improved Customer Satisfaction:Essential Elements of a Customer Quality Assurance (CQA) System
    by Jeffrey T. Luftig, Steven M. Ouellette
    For most firms, the key to enhancing profitability and achieving steady growth in revenue, sales, and market share is to understand and respond to the needs of their customers. The process, which is often referred to as customer quality assurance (CQA), is that system that allows us to:identify critical customers—those customers who are essential to meeting our strategic and business plans, and who significantly impact the firm’s key performance...

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