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fuel after the energy crunch of the 1970s, the heating industry developed a new generation of gas-fired forced-warm-air furnaces These furnaces have been able to achieve an overall operating efficiency of 90 to 97 percent, whereas many of the conventional furnaces found in most homes today have an overall operating efficiency of around 60 to 65 percent Because the US Department of Energy set a standard in 1992 that requires furnaces to have an overall efficiency in the 80 percent range, conventional furnaces are no longer installed in new homes or as replacement units The new furnaces are called condensing furnaces The increase in efficiency is the result of the installation of a secondary heat exchanger that extracts heat from the exhaust gases that normally flow up the chimney with conventional furnaces.

mounting plates, roses, and thimble from the spindle. Unscrew the sleeve from the inside knob. Remove the spindle from the knob (Fig. 13.35). Install the rose-attaching plates. On wood doors, install flange washers through the mortise, turning the attaching plates into them. It may be necessary to mortise for the washer to permit the mortise lock to clear it. Install the mortise lock. Align the plates using a No. 028 aligning tool. If this tool is not available, assemble the spindles allowing a 1 16-inch gap between halves of the swivel spindles with mounting plates, sleeve spacer, and adjusting nut in position as shown in Fig. 13.35. Tighten the adjusting nut with your fingers. Mark screw holes through both mounting plates. Install the screws. Reassemble the spindle, tightening the adjusting nut, and back off one quarter-turn to line up with the flats of the spacer. The spindle should have a slight end chuck. Try the knob. If the latch binds, back off the adjusting nut another quarter-turn. Disassemble the spindle. Assemble the roses and thimble. Reassemble the spindle complete with knobs. Tighten the rose thimbles and inside adjusting plate with furnished spanner wrenches. Knobs should turn freely in either direction from either side.

the Corporation, they announce a new strategy for the decade to come. In the 1980s, companies set out to restructure, declutter, and delayer. But in the 1990s, companies will face a different standard:23

They ll be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible indeed, they ll have to rethink the concept of the corporation itself.

1. Check that the handle hole is 11 8 inch wide. On wood doors, remove the mortise lockset and make additional mortise for retainer on the inside of the case mortise. Replace the locksets and secure with screws.

Here we have revolution again. Out with the old, in with the new. In the old concept of the corporation, an autonomous business unit made decisions about its own products. In the new concept of core competencies, products draw on the strengths of the whole corporation:

2. Place the rose assembly spindle into the lock hub. The label shows the top and latch edge. Spot four screw holes through the assembly plate (Fig. 13.36). Make sure that the latchbolt operates freely. Drill holes very carefully. 3. Attach the rose assembly to the door. (With a wood door, attach through the door to the retainer.) 4. Put on the cover plates. Place the lever handle on the assembly and secure with an Allen set screw. 5. Adjust. If the latchbolt binds, remove the lower plate and slightly change the rose assembly position.

Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies . . . that empower individual businesses to adapt quickly to changing opportunities.

Reversing the hand. As you will remember from Chap. 7, the hand refers to the position of the hinge on the door and to the direction of swing. Some locksets are universal and fit all four hands. Others must be modified in the field.

You can t depend on products, because they come and go. Core competencies last longer. They carry you from product to product, and even spawn unanticipated products. So long-term success comes from building core competencies at lower cost and more speedily than competitors. Hamel and Prahalad cite the example of Canon. There you find core competencies in precision mechanics, fine optics, microelectronics, and electronic imaging. Its various business units all draw on the same pool of competencies for an ever-changing mix of products: electronic cameras, a color video printer, a laser imager, a cell analyzer, and so forth. The autonomous business units lend one another skilled staff as needed to develop the next line of products. At first glance, core competencies sounds like the art of what works. You build on what worked in the past, in new combinations, to suit the new situation. You modify Product A to get a Product B. But still we wonder: Where did Product A come from How does a core competency start We don t know. Prahalad and Hamel tell us about competencies that a company already has and can build on, not about how