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Springfield ReManufacturing Corp.'s President and CEO Jack Stack had his hands full. Of the seven divisions in the company's Melrose Park, Mo., plant, he was assigned the one ranked dead last in productivity. He had an idea for turning it around: Give each foreman daily productivity statistics for his or her division, and then compare the results to those of the other plant divisions. Three months after Stack opened the books to his foremen, the division went from last place to first place in

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