Mgmt 01
- Jeffrey K. Liker: The Toyota Way - Jay B. Barney et al.: Strategic Management and Competitive Advantage - Naomi Stanford: Guide to Organisation Design
- Jeffrey K. Liker: The Toyota Way - Jay B. Barney et al.: Strategic Management and Competitive Advantage - Naomi Stanford: Guide to Organisation Design
Kartei Details
| Karten | 13 |
|---|---|
| Sprache | Deutsch |
| Kategorie | Englisch |
| Stufe | Andere |
| Erstellt / Aktualisiert | 30.06.2012 / 02.07.2012 |
| Weblink |
https://card2brain.ch/box/mgmt_01
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| Einbinden |
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Describe the 4P Model
- Philosophy: Long Term Philosophy
- Process: The Right Process Will Produce the Right Results
- People and Partners: Add Value to the Organization by Developing Your People and Partners
- Problem Solving: Continuously Solving Root Problems Drives Organizational Learning
'Practical Problem Solving' in 7 Steps
1. Initial Problem Perception (large, vague, complicated problem)
2. Clarify the Problem
3. Locate Area/ Point of Cause
4. 5 Why? Investigate Root Cause
5. Countermeasure
6. Evaluate
7. Standardize
Porter's 5 Forces
- Buyers
- Suppliers (Supplier Power)
- Potential Entrants (Threat of Mobility)
- Substitutes (Threat of Substitutes)
- Industry Rivals
Strategies
- Product Differentiation
- Corporate Diversification
- Vertical Integration
- Strategic Alliances
- ...
7S Framework
Hard elements:
- Structure, System, Strategy
Soft Elements:
- Staff, Style, Shared Values, Skills
Stakeholder Management
Support corporations goals trough strategic use of 'Stakeholders':
- Identify Stakehoder
- Analyse Stakeholder
- Stakeholder Matrix (e.g. level of influence)
- Stakeholder engagement: Communication und 'Stakeholder Mgmt'
Philosophy (1P)
Long Term Philosophy
Base your management decisions on a long-term philosophy, even at the expense of short term financial goals
- philosophical purpose (something bigger than making money)
- generate value for the customer, society and the economy
- be responsible
Process (2P)
The Right Process Will Produce the Right Result
2. Create continuous process flow to bring problems to the surface
3. use pull systems to avoid overproduction
4. level out the workload (heijunka): eliminate overburden to people
5. building a culture of stopping to fix problems, to get quality right the first time
6. standardized tasks are the foundation for continuous improvement and employee empowerment
7. use visual control so no problems are hidden
8. use only reliable, throughly tested technology that serves your people and processes
People and Partners (3P)
9. Grow leaders who throughly understand the work, live the philosophy and teach it to others
10. Develop exceptional people and teams who follow your company's philosophy
11. Respect your extended network of partners and suppliers by challenging them and helping them to improve.
Problem Solving (4P)
Continuously Solving Root Problems Drives Organizational Learning
12. Go and see for yourself to throughly understand the situation (genchi genbutsu)
13. Make decisions slowly by consensus, throughly considering all options: implement decisions rapidly
14. Become a learning organization trough relentless reflection (hansei) and continuous imrovement (kaizen)
Matrix Structure
Example GM
- core work is project based
- projects need highly specialized skills
- labour cost is prime economic driver
Matrix Structure: Advantages & Disadvantages
Advantages:
- Flexible
- specialists skills brought to support where needed
- attention paid to product (or geography)
Disadvantages
- difficult to apply
- power struggles
- need for a lot of coordination
- greater transaction costs
6 Key Learnings of Toyota Way
1.Go and see for yourself (genshi genbutsu)
2.Kaizen: Constant improvement
3.Long term philosophy
4.Continuously solving root problems
5.Hansei: Relentless reflection
6.Become a learning organization trough Hansei and Kaizen
7.Use visual control so no problems are hidden: bsp. 5S (Sorting, straightening out, shining, standardizing, sustain)
