Fixing Toyota: Quality Is Hard--Lean Is Much Harder (FT Press Delivers Shorts)

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Eye-opening findings from this research lead to deeper studies of causes, trends, and course corrections. Telling Evidence from the Leanness Studies Wiley, See a brief synopsis in his article in Industry Week magazine. The project now inactive with over participating business units in 15 countries, wa aided by WCP research partners in leading nations globally.

Fixing Toyota: Quality Is Hard--Lean Is Much Harder (FT Press Delivers Shorts)

Many of the participating business units were hand-picked for already having had some success in implementing "world-class" concepts; several, for example, were selected for having been awarded a Baldrige, Shingo Prize, "Best Plant," or other notable recognition. This research continues, for both manufacturing and service organizations.

Richard Schonberger th Ave.

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The project is now in phase 2 and is aided by WCP research partners in leading nations globally. All together, more than largely manufacturing organizations have participated in the two phases. The small number of non-manufacturers that have been heard from thus far include several value-adding distributors, plus a scattering of service organizations such as hospitals, government agencies, and insurance companies. The WCP centers on 16 "customer-focused, employee driven, data-based principles.

Written criteria permit scoring an organization from zero to five points on each principle, thereby highlighting strengths and weaknesses. The scoring criteria are tough, so much so that some of the world's most admired companies and plants e.

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Average companies score much lower, and below-average companies often score less than one point on most principles. The WCP's very high standards are deliberate--aimed at alarming the weak and overcoming the tendency of high achievers to become complacent and then to regress or be outflanked. The WCP system provides step-by-step pathways to global competitiveness well into the next century.

This benchmarking differs from others in several respects. For one thing, there are no external auditors or public awards. All benchmarking data arise from self-scoring by teams of knowledgeable managers. This simplifies and holds down the costs and time commitments for participating companies. All scores are held in strict confidence--which serves to keep the validity level high.

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That is, there is no reason for a company to inflate its scores; they are strictly for internal assessment, comparison with external benchmarks, and the basis for discovering and responding to discovered weaknesses. PE Technikon - Dr.

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Africa exhausts, fuel tanks, seats, chassis, box bodies, fabrication. Flow Manufacturing. Flow Manufacturing This Flow Manufacturing Schonberger's book details how to cope in the new era of hypercompetition--and accounting scandals see, especially, Performance Management chapters 6 and on what must be done inside the firm to reveal real strengths and weaknesses : Let's Fix It! Top of Form.

Fixing Toyota: Quality Is Hard--Lean Is Much Harder (FT Press Delivers Shorts)

To order , contact: Routledge - www. Recent Articles. If you determine a task is mission critical, how can you do it better or faster by scaling yourself? Could you create a template for certain reports or emails you write, for instance?

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Many of the leaders I work with find this exercise eye-opening. Ask yourself what small steps you can make to be more productive or efficient. As you start to identify areas for improvement, the key is to start with bite-sized changes. Think tiny. Often, our instinct is to go big. We get impatient and want results, if not overnight, then within a week or a month.

But when you consider that incremental improvements over time are much more likely to stick as opposed to sweeping, cataclysmic changes , starting small seems increasingly appealing, although it does take patience. And if they do make a difference, continue to refine your newfound habit, little by little. But for Kaizen to work, you need to reflect on how things are going, especially when you sense a friction point. Like a Toyota employee stopping the production line, pause and document points where your personal productivity hits a snag or you find yourself getting annoyed, frustrated, or distracted.

Those reactions signal a break down in the system that need to be repaired, but more importantly, an opportunity to practice self-control and slow down. You can implement an official one-hour weekly review on a Sunday night to prioritize your focus and projects for the week ahead. Try a twist on the typical daily gratitude practice:.


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  • Kaizen is the alternative to the feelings of defeat and failure we experience after setting overly ambitious resolutions or goals, only to abandon them a few weeks later. Skip to navigation Skip to content. The basic principles of the Kaizen approach Underlying the Kaizen approach is a dedication to improving effectiveness, satisfaction, and waste.



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