An in-depth application of the fourteen principles of business management that are presented by J. Likert in "The Toyota Way".
Written in 2008; 5,131 words; 7 sources; APA; $ 128.95
Paper Summary:
The paper attempts to define how a company, a powerful player in the global IT market with manufacturing centers on three continents and over 60,000 employees, is going to strategically change. The paper explains how the company seeks to improve from being the low-price leader in the markets its competes in to being more attuned to generating shareholder value by completely redefining its corporate image. The paper focuses on the fourteen core concepts that the company will use as a basis for change that are defined by J. Likert in "The Toyota Way".
Outline:
Executive Summary
Basing Management Decisions on a Long-Term Philosophy
Creating Continuous Process Flows to Bring Problems to the Surface
Identify existing Information Systems and Information Technology Levers within the global IT Manufacturer
Design and Build a Prototype of the New Process
Use "Pull" Systems to Avoid Overproduction
Level Out the Workload
Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time
Become a Learning Organization Through Relentless Reflection and Continuous Improvement
Summary
From the Paper:
"Nearly every manufacturer of IT products and services has faced the onslaught of price competition and commoditization of their products over the last ten years. This has correspondingly led to a heavy reliance on pursuing production and sourcing strategies globally, choosing locations around the globe for their relative price and cost advantages. For many manufacturers however, this leads to inevitable environmental, ethical, and quality conflicts and dilemmas."
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