Michael Lee Stallard

AUGUST 28, 2016

It also grew when manufacturers worldwide began to adopt the Lean Manufacturing practices of Japanese companies, replacing the overspecialized, assembly-line mentality with teams that developed broader knowledge and skills and had greater autonomy. to decentralize decision making at General Motors Corporation.

Decentralization 240

Decentralization Lean Manufacturing Directory Learning-by-Doing 240

LDRLB

SEPTEMBER 12, 2013

Prahalad , the brilliant management guru. LG has focused on Brazil’s BoP based on Prahalad’s 4As framework while managing to navigate Brazil’s complex corporate and political network – an intricate “Keiretsu”. Many companies have derived BoP strategies from C.K. Brazil’s economic classes are divided into A.B,

Competitive Advantage 154

Competitive Advantage Prahalad Blue Ocean Strategy Glocalization 154

Deming Institute

MAY 7, 2018

Guest post by John Hunter , author of Management Matters: Building Enterprise Capability. This webcast shows Sarah Pavelka ’s presentation, Deming and Lean: The Disparities and Similarities, at the 2012 Annual Deming Conference. Sarah co-authored Tool Time for Lean with David Langford.

Deming 47

Deming Management Tactics System 47

Harvard Business Review

MARCH 12, 2018

Organizational Development Book. Take Tom, a website developer whom I met on a consulting assignment at an accounting firm. “He was more concerned with protocol than personal development. In two weeks, the production team made lean manufacturing their own, reducing internal defects by 30% and improving productivity by 25%.

Motivation 15

Motivation Lean Manufacturing Management System 15

Deming Institute

JANUARY 16, 2017

General Motors wasn’t my ideal workplace after having read Deming’s Out of the Crisis and learning a bit about Lean manufacturing in college. A forward-thinking plant manager modified the Deming Philosophy to create something called “The Livonia Philosophy.”. But, I needed a job, so I cast a wide net.

Kaizen 28

Kaizen Deming Lean Manufacturing Handbook 28

Harvard Business Review

FEBRUARY 16, 2017

CEOs are increasingly adding the CDO role to their management teams to tackle the big business issues that come with data. The chief data and analytics officer (CDAO) of a consumer product company is struggling to manage end-user consent data. Enter the chief data officer, or CDO. Here’s an example.

Company 8

Company Lean Manufacturing Compliance Quality 8

Harvard Business Review

MAY 2, 2012

The ways individual companies achieve these straightforward goals fall in two basic categories: developing and adopting new management practices (such as total quality management, lean manufacturing, reengineering, and employee engagement), or adopting new technology and integrating it into the way work is done.

Productivity 15

Productivity Products Lean Manufacturing Technology 15

Deming Institute

MARCH 2, 2017

Brian Joiner also expressed this idea well : Real benefits come when managers begin to understand the profound difference between “cost cutting” and “eliminating the causes of costs.”. That is the wrong sequence, the right sequence is quality and then time and then cost and then new products.

Deming 28

Deming System Quality Cost 28

Harvard Business Review

MAY 28, 2015

Organizations develop processes through repeated problem solving. Managers constantly try to fit new market needs to existing processes and routines. Even General Motors, which had a bird’s eye view of the Toyota Production System from its joint venture with Toyota at New United Motors Manufacturing Inc.

Technology 8

Technology Depreciation Christensen Short-term 8

Harvard Business Review

OCTOBER 16, 2013

Principles from lean manufacturing can increase the effectiveness of individual work routines as well as coordination of work across departmental boundaries. In addition, standard-equipment order sets could be developed for high-volume and equipment-intensive surgical procedures, such as hip or knee replacement.

System 8

System Health Care Operations Construction 8

Harvard Business Review

MAY 5, 2011

Danaher, the $10 billion conglomerate of 600 manufacturing companies, got serious about process improvement after the surprising turnaround of a subsidiary in the mid-1990s. Its Jacobs Vehicle Systems unit used lean manufacturing techniques to eliminate waste, reduce floor space, and improve product flow.

Six Sigma 14

Six Sigma Process Tips Lean Manufacturing 14

Harvard Business Review

AUGUST 7, 2012

And these companies know that service workers are like assembly line workers in one important respect: they often have the best insights into inefficiencies or obstacles in their work, and are therefore the right people to develop those routines. We don't suffer from initiative overload," said one former IKEA manager. "If

Company 16

Company Customer Loyalty Guidelines Lean Manufacturing 16