Chapter four discusses the enduring genealogy of the TPS by discussing once again its history and the principles behind the movement, autonomation (an emphasis on the people of the organization and how they interact with the machines they use and "just-in-time" the practice of productivity through the kanban system as well as by explaining the internal and external factors that surrounded the model. The chapter places Toyota in the global context analyzing how its own practices were regarded and spread through the industry and how Toyota responded to this with strength and character. The emphasis on quality is also stresses as a lead in to the next chapter.
Chapter five is a comparison of the TPS to the mass production (Ford) model of production. The chapter discusses the fact that quantity should not be the goal of production, but quality and this should be the focus at every stage of production and development. The Ford model gave the idea that problems could be repaired later, while TPS stresses that prevention of problems is much less costly than repairing them later. The chapter then briefly discusses the restructuring of Ford to this changing model of production. The final chapter closes with a lengthy discussion of the ability of TPS and the company to endure and continue to grow even in slow growth periods. The chapter closes with the idea of flexibility as the greatest strength of an individual and an organization.
The quality of the book is testified to by its endurance as a text of reference for company transitions on many levels. It is also very approachable, as it uses concepts that even a layman can relate to and analogies that are specific not just to manufacturing but to life in general and any business one might be interested in building or rebuilding. The mass production model may have been revolutionary, but where Toyota took it is significant and worth discovering through the eyes of the man who was at its center. The work offers insight about a shift in business consciousness, that clearly outlines one of the first attempts at corporate social responsibility, a novel idea in the world of business...
Delphi Study: Influence of Environmental Sustainability Initiatives on Information Systems Table of Contents (first draft) Green IT Current Methods and Solutions Green IT and energy costs Green It and Email Systems Green IT and ICT Green IT and ESS Green IT and TPS Green IT and DSS Green IT and other support systems Green IT and GHG reduction Green IT and the Government Sector Green IT and the Corporate Sector Future Prospects of Green IT in the software industry The paper focuses on how the
Ayers (2000, p. 4) describes a supply chain as "Life cycle processes supporting physical, information, financial, and knowledge flows for moving products and services from suppliers to end-users." A supply chain can be short, as in the case of a cottage industry, or quite long and complex as in the manufacture, distribution, and sales of automobiles. In fact, the automobile supply chain has its origin in the mining of the
Health Behavior The "Theories At A Glance" manual discussed a variety of healthy behaviors. Select two theories that can be used to explain why people behave the way they do. Discuss the basic premise and constructs of the theories you choose. Cite two examples of how each theory could be used to explain a health behavior. Theory of Planned Behavior (TPB) The relationship that exists between behavior and attitudes, beliefs and intention
The use of Radio Frequency Identification (RFID) on individual chocolate packing is making it possible to know item-level inventory positions within the largest retailers for example including Wal-Mart, an early adopter of this technology (Zhou, 2009). The use of RFID is also excellent at managing traceability of specific lots or delivery portions of chocolate (Pacyniak, 2006). With the many quality management concerns within the industry as a result of
Facilities Design The facilities we plan today must help an organization achieve supply chain excellence (Tompkins, et al. 2003, pg 3). Product design activities begin with conceptualization, where ideas for new product are generated based on market information or from existing technology. Product selection restricts new products to those ideas which pass the tests of market potential, financial viability, and producibility. In many cases product selection analysis may be quite subjective
Customer centricity then can also have a significant impact on the perspective an organization has of its market and the opportunities inherent within it and other, tangential and territory market areas as well. This aspect of blue ocean strategies being driven by customer's perspectives, preferences, unmet needs and wants further underscores its inherent value and also its usefulness from a strategy perspective. The ability to find uncontested markets, which
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