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 dimensions:||6.14(w) x 9.21(h) x 0.32(d)|
About the Author
Table of Contents
Preface by D. E. Paltsev xv
“From the horse’s mouth” xvii
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
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
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
Chapter 19 What help might the director need? 117