The Toyota Way: A book review by Bob Morris

First Friday Book Synopsis

The Toyota Way Jeffrey Liker McGraw-Hill (2003) To understand Toyota’s success, first understand its DNA I read this book when it was first published in 2004 and recently re-read it, curious to know how well Jeffrey Liker’s explanation of Toyota’s management principles and lean production values have held up.

Breaking the Death Grip of Legacy Technologies

Harvard Business Review

Technologies like 3-D printing, robotics, advanced motion controls, and new methods for continuous manufacturing hold great potential for improving how companies design and build products to better serve customers. Robotics is a good example: It’s obvious that it can increase productivity, but it takes some know-how to put robots to work. The Future of Operations. Their younger average fleet age gives them a more competitive product.

B-Schools Aren’t Bothering to Produce HR Experts

Harvard Business Review

companies were making progress on the operations front, but now they seem to have lost their way—and business schools are in a position to help set them right again. In the 1980s, our organizations learned a great deal about how to improve productivity, quality, and costs from Japanese practices. Clearly, well-run operations and careful talent management went hand-in-glove. Business education Talent management Operations ArticleA few decades ago, U.S.

Why Can’t U.S. Health Care Costs Be Cut in Half?

Harvard Business Review

He didn’t do it by making cars shoddier or offshoring production to low-wage countries. His secret was mass production in a “focused factory,” using interchangeable parts, specialization, and the assembly line. Ford shifted the auto industry from craft to mass production, and the Japanese later took it a step further to lean production. The same can be said of other procedures that might lend themselves to mass or lean production.

Britain’s Patient-Safety Crisis Holds Lessons for All

Harvard Business Review

As we in the United States juggle major structural and operational changes and try to secure our financial systems as revenues fall, we must keep our promise of safety and high quality to every patient, every time. They created and maintained a close connection to frontline staff — what Jim Womack , the expert in lean production and thinking, calls “going to gemba ” — Japanese for “the actual place.”. Health Leadership Operations In August, Dr. Donald M.

Can Lean Manufacturing Put an End to Sweatshops?

Harvard Business

It involves replacing traditional mass manufacturing with “lean manufacturing” principles. Over the last thirty years, the lean approach — developed by Japanese automakers — has permeated the manufacturing sector in developed countries, but is much less commonly used in the developing world. Workers specialize in simple, highly routinized operations. They are incentivized to complete operations as quickly as possible.

A Brief History of the Ways Companies Compete

Harvard Business Review

This was the original purpose of forming corporations — to facilitate the production of products and services with the least amount of wasted time, materials, and labor. Many companies still compete this way and there continue to be successors to Taylorism, including business process reengineering and lean production. Many attributed Japan’s economic ascension after WWII to dramatically increasing the quality of its products.

Founding a Company Doesn’t Have to be a Big Career Risk

Harvard Business Review

The most important way to mitigate risk is to become excellent at either engineering, product, selling, or operations and management. One option is to build expertise before founding a company: ask VCs and others in the startup community to recommend the most competent people they know — heads of engineering, sales, product, and operations — and look for a job working directly under them. “I’m so glad we read that case — I’m NEVER going to start a company.”.

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Does Your Leadership Flunk the Testing Test?

Harvard Business Review

The organizational and operational benefits of targeted testing are not. Just as the "quality" and "lean production" movements of the 80s and 90s required quality to be designed — rather than inspected — in, innovators have got to demonstrate greater ingenuity and integrity around how they integrate real-world testing into their projects and processes. Just as with quality and lean, this turns out to be a cultural, organizational and technical challenge.

Why American Management Rules the World

Harvard Business Review

We have developed a tool to measure management practices across operational management, monitoring, targets, and people management. A key takeaway is that individual companies are not trapped by the national environments in which they operate — there are top performers in all countries surveyed. Many developing-country firms, even while trying to implement new techniques like Lean Management, ignore the fact that labor is different from other "inputs."

The Coherent Conglomerate

Harvard Business Review

A conglomerate, by definition, is a large corporation with diversified product lines , owned and run by the same management. Danaher, a smaller but very profitable conglomerate with a diverse range of manufacturing businesses, has a very different set of strengths; it applies its distinctive lean production system to a variety of product sectors, often through companies that it acquires and then transforms.

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Cracking Hierarchies In Japan After the Tohoku Earthquake

Harvard Business Review

While in Kansai, Japan's second economic engine based around the city of Osaka, I found things operating pretty much as normal. Japan is famous for its lean production systems and efficient supply chains. Large companies such as Toyota and Sony were forced to halt production not because of damage to their own factories, which were quickly checked and ready to go back online, but because they were dependent on a small number of parts from suppliers in Tohoku.

What You Won’t Hear About Trade and Manufacturing on the Campaign Trail

Harvard Business

They ignore the realities of how global manufacturing now works — how it has evolved into a complex network of interlinked factories that together build many of the products sold today. That is true at a high level — Section 304 of the Tariff Act of 1930 (and subsequent amendments) required every imported product to be “conspicuously and indelibly marked in English to indicate to the ultimate purchaser its country of origin, so we can see this plainly on store shelves.