Systems thinking, lean production and action learning  

Oleh:

Seddon, John ; Caulkin, Simon

Jenis: Article from Journal - e-Journal
Dalam koleksi: Action Learning: Research and Practice vol. 04 no. 01 (Apr. 2007), page 9-24.
Topik: Systems thinking; Action learning; Organizational change
Fulltext: 815585__778688060.pdf (118.41KB)

Isi artikel

Systems thinking underpins ‘lean’ management and is best understood through action-learning as the ideas are counter-intuitive. The Toyota Production System is just that—a system; the failure to appreciate that starting-place and the advocacy of ‘tools’ leads many to fail to grasp what is, without doubt, a significant opportunity for learning and improvement. Two case studies illustrate the application of the ideas behind the Toyota System for service organisations. In each case managers had to ‘un-learn’ in order to learn how to take the opportunity provided by a systems approach to the design and management of work.

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