出版社: Lean Enterprise Institute Inc.
原作名: Art Smalley
出版年: 2019-4
装帧: Hardcover
ISBN: 9781934109557
内容简介 · · · · · ·
When faced with problems many business leaders and teams reach for familiar and standard problem-solving methods, often creating unnecessary struggle, frustration, delay, and ineffectiveness in solving the problem -- if it is ever solved at all! In other words, they keep reaching for the same old hammer as if every business problem were a nail.
In Four Types of Problems, contin...
When faced with problems many business leaders and teams reach for familiar and standard problem-solving methods, often creating unnecessary struggle, frustration, delay, and ineffectiveness in solving the problem -- if it is ever solved at all! In other words, they keep reaching for the same old hammer as if every business problem were a nail.
In Four Types of Problems, continuous improvement expert and author Art Smalley shows you how to break the “hammer-and-nail” trap. He demonstrates that most business problems fall into four main categories:
· Troubleshooting: A reactive process of rapidly fixing abnormal conditions by returning things to immediately known standards.
· Gap-from-standard: A structured problem-solving process that aims more at the root cause through problem definition, goal setting, analysis, countermeasure implementation, checks, standards, and follow-up activities.
· Target-state: Continuous improvement (kaizen) that goes beyond existing levels of performance to achieve new and better standards or conditions.
· Open-ended and Innovation: Unrestricted pursuit through creativity and synthesis of a vision or ideal condition that entail radical improvements and unexpected products, processes, systems, or value for the customer beyond current levels.
“Organizations and individuals at all levels fall into the trap of having one primary or standard way of solving every problem,” writes Smalley, who learned problem solving from Tomoo Harada at Toyota’s historic Kamigo engine plant. Harada led the maintenance activities that created the stability needed for Taiichi Ohno’s innovations in the Toyota Production System.
Each type of problem category requires different thought processes, improvement methods, and management cadences. Each type has its own sub-system and surfacing mechanism, management cadence, timing, and difficulty level, he explained. One size does not fit all situations and just training people in tools or techniques only scratches the surface of problem solving.
作者简介 · · · · · ·
Art Smalley 是著名的领导力、问题解决和运营改进专家。他是20世纪80年代后期第一批进入日本丰田汽车公司工作的美国人之一,十余年专注于丰田生产系统的领导力、精益思维和世界级的改进方法,随后致力于精益思想的海外发展和传播,担任美国精益企业研究院(LEI)及其全球分支机构的定期顾问,为全球范围内的制造业领先企业高管授课。
Art Smalley 也是一位企业家。2003年,他开始创建自己的公司——Art of Lean, Inc.,为世界各地的公司和领先组织提供精益实施的运营咨询服务。在他的网站artoflean.com上,有大量关于领导力和精益思想的文章。他还著有精益思想书籍——《均衡生产》《A3思维》《丰田的改善方法》。
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