Management of Systems: How to Follow the Path of Deming and Toyota

Management of Systems: How to Follow the Path of Deming and Toyota

by Grigory Fidelman

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Overview

This book describes a novel approach for transforming the management of a company to the type championed by Edward Deming and Toyota. The book guides company leaders through all the steps of the transformation: it shows how to start the transformation, what methods should be used and what methods should be avoided. The book also illustrates the deficiencies of some generally accepted formats of consulting.



The required depth of the transformation and the necessity, from the very beginning, to act in accordance with the basic principles of Deming's management, in particular the rejection of the idea of punishment, distinguishes the proposed format from ordinary consulting methods. This holistic nature of this approach, unlike that of some particular and narrow-pointed techniques such as Kanban, quality system, Lean manufacturing, Six Sigma, TOC and many others, results in a transformation of the ENTIRE management system of the company.



The book also discusses the results of application of these ideas to projects carried out in several large companies of various sizes and in various business industries and analyzes the feedback and responses of the CEOs and the owners of those companies.

Product Details

ISBN-13: 9781627342841
Publisher: Universal-Publishers.com
Publication date: 11/15/2019
Pages: 148
Product dimensions: 6.14(w) x 9.21(h) x 0.32(d)

About the Author

Gregory Fidelman is the founder of the Moscow Reinsurance Company, the first project in the field of alternative management in the insurance sector (entering the international market, growing the business to 70 times its original size in 7.5 years, recognized as the best reinsurance company in the CIS). Previously, was a lecturer at the State University of Management and the Academy of National Economy under the President of the Russian Federation on MBA-executive programs; editor in Chief of Strategic Management magazine in 2014-15; Vice-President of the All-Russian Insurers Union (ARIA) from 1996 to 2006; member of its presidium, was the permanent chairman of the ARIA Reinsurance Committee; a member of the Expert Council on Insurance at the State Duma of the Russian Federation; and member of the General Council of Business Russia from 2006 to 2011.

Table of Contents

Preface xi

Foreword xiii

Preface by D. E. Paltsev xv

“From the horse’s mouth” xvii

Part I

Why Toyota’s approach to management should be called

Management of Systems and why it’s important.

Chapter 1 The concept of a Toyota-like company 3

Chapter 2 Understanding and improving systems 7

Chapter 3 From 98:2 to the renouncement of punishment 13

Chapter 4 So, what is the management going to manage? 15

Chapter 5 Extending the system’s border : selecting and

involving suppliers 19

Chapter 6 Nature of Toyota’s competitive advantage 25

Part II

From theory to practice, or how to start the way of Toyota?

Chapter 7 What obstacles await the leader? 29

Chapter 8 Why it is necessary to start Toyota’s path

with improvement of systems 43

Chapter 9 Stages of building a system of improvements:

logic, sequence and objectives 53

Chapter 10 Preparation of management 57

Chapter 11 Creating infrastructure 67

Chapter 12 Setting examples of authorship 71

Chapter 13 Creating ownership examples 81

Chapter 14 Help for owners on the path to results 87

Chapter 15 From examples to actions 99

Chapter 16 Comparison with a system of officials

and statements 103

Part III

How do you make the path last a long time?

Chapter 17 Evolution of improvements 107

Chapter 18 What motivation strategy is needed in

management of systems? 109

Concluding remarks

Chapter 19 What help might the director need? 117

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