The Contradictions That Drive Toyota's Success  

Oleh:

Takeuchi, Hirotaka ; Osono, Emi ; Shimizu, Norihiko

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 86 no. 6 (Jun. 2008), page 96-105.
Topik: contradictions; toyota's success

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.36 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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No executive convincing that Toyota Motor corporation has become one of the world's greatest companies because of the Toyota Production System (TPS). The unorthodox manufacturing system enables the Japanese giant to make the planet's best automobiles at the lowest cost and to develop new products quickly. Not only have Toyota's rivals such as Chrysler, Daimler, Ford, Honda, and General Motors developed TPS - like systems, organization such as hospitals and postal also have adopted its underlying rules, tools, and conventions to become more effecient. An industry of lean - manufacturing experts have extolled the virtues of TPS so often and with so much conviction that managers believe its role in Toyota's success to be one of the enduring truths in an otherwise murky world.

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