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The Toyota way : 14 management principles from the world's greatest manufacturer /
How to speed up business processes, improve quality, and cut costs in any industry In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
McGraw-Hill,
[2004]
|
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Liker, Jeffrey K., |e author. | |
| 245 | 1 | 4 | |a The Toyota way : |b 14 management principles from the world's greatest manufacturer / |c Jeffrey K. Liker. |
| 264 | 1 | |a New York : |b McGraw-Hill, |c [2004] | |
| 264 | 4 | |c ©2004 | |
| 300 | |a 1 online resource (xxii, 330 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 500 | |a "The company that invented lean production"--Jacket | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a The Toyota way : using operational excellence as a strategic weapon -- How Toyota became the world's best manufacturer : the story of the Toyoda family and the Toyota production system -- The heart of the Toyota production system : eliminating waste -- The 14 principles of the Toyota way : an executive summary of the culture behind TPS -- The Toyota way in action : the "no compromises" development of Lexus -- The Toyota way in action : new century, new fuel, new design process : Prius -- Principle 1 : base your management decisions on a long-term philosophy, even at the expense of short-term financial goals -- Principle 2 : create continuous process flow to bring problems to the surface -- Principle 3 : use "pull" systems to avoid overproduction -- Principle 4 : level out the workload (heijunka) -- Principle 5 : build a culture of stopping to fix problems, to get quality right the first time -- Principle 6 : standardized tasks are the foundation for continuous improvement and employee empowerment -- Principle 7 : use visual control so no problems are hidden -- Principle 8 : use only reliable, thoroughly tested technology that serves your people and processes -- Principle 9 : grow leaders who thoroughly understand the work, live the philosophy, and teach it to others -- Principle 10 : develop exceptional people and teams who follow your company's philosophy -- Principle 11 : respect your extended network of partners and suppliers by challenging them and helping them improve -- Principle 12 : go and see for yourself to thoroughly understand the situation (genchi genbutsu) -- Principle 13 : make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly -- Principle 14 : become a learning organization through relentless reflection (hansei) and continuous improvement (kaizen) -- Using the Toyota way to transform technical and service organizations -- Build your own lean learning enterprise, borrowing from the Toyota way. | |
| 588 | 0 | |a Print version record. | |
| 520 | |a How to speed up business processes, improve quality, and cut costs in any industry In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability. Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by: <ul> <li>Eliminating wasted time and resources <li>Building quality into workplace systems <li>Finding low-cost but reliable alternatives to expensive new technology <li>Producing in small quantities <li>Turning every employee into a qualitycontrol inspector </ul> | ||
| 506 | |3 Use copy |f Restrictions unspecified |2 star |5 MiAaHDL | ||
| 533 | |a Electronic reproduction. |b [Place of publication not identified] : |c HathiTrust Digital Library, |d 2011. |5 MiAaHDL | ||
| 538 | |a Master and use copy. Digital master created according to Benchmark for Faithful Digital Reproductions of Monographs and Serials, Version 1. Digital Library Federation, December 2002. |u http://purl.oclc.org/DLF/benchrepro0212 |5 MiAaHDL | ||
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| 546 | |a English. | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 610 | 2 | 0 | |6 880-01 |a Toyota Jidōsha Kōgyō Kabushiki Kaisha. |
| 610 | 2 | 4 | |a Toyota Motor Corporation. |
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| 650 | 0 | |a Production management |v Case studies. | |
| 650 | 0 | |a Industrial productivity. | |
| 650 | 0 | |a Corporate culture |x History. | |
| 650 | 0 | |a Industrial management. | |
| 650 | 0 | |a Performance technology. | |
| 650 | 0 | |a Labor productivity. | |
| 650 | 0 | |a Corporate culture. | |
| 650 | 0 | |a Automobiles. | |
| 650 | 2 | |a Efficiency, Organizational | |
| 650 | 2 | |a Organizational Culture | |
| 650 | 2 | |a Industry |x organization & administration | |
| 650 | 2 | |a Automobiles | |
| 650 | 6 | |a Production |x Gestion |v Études de cas. | |
| 650 | 6 | |a Productivité. | |
| 650 | 6 | |a Culture organisationnelle |x Histoire. | |
| 650 | 6 | |a Gestion d'entreprise. | |
| 650 | 6 | |a Culture organisationnelle. | |
| 650 | 6 | |a Automobiles. | |
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