Beyond Toyota : How to Root Out Waste and Pursue Perfection  

Oleh:

Jones, Daniel T. ; Womack, James P.

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. 74 no. 5 (1996), page 140-172.
Topik: toyota; continuous improvement; operations management; order processing; organizational design; organizational structure; process analysis; reengineering

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.11 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Many managers have grasped the power of individual lean techniques - such as just - in - time deliveries and kaizen, or continuous improvement - pioneered by Toyota and other Japanese companies. However, they have stumbled in trying to put them all together into a coherent business system. In an effort to show managers how they can create a powerful whole, the authors studied 50 lean companies in a variety of industries around the world. The companies included Toyota, Porsche, and Pratt & Whitney. On the basis of their study, the authors identified five critical steps that they believe will be useful to all managers interested in applying lean thinking. Lantech, a small manufacturer of stretch - wrapping machines in Louisville, Kentucky, provides an example of how a company can make the leap.

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