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Home » Engineering » The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Free PDF

The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Free PDF

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Engineering
Sunday, August 25, 2013

The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Hardcover

Author: Visit Amazon's Steven J. Spear Page | Language: English | ISBN: 0071741410 | Format: PDF, EPUB

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The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Free PDF
Download books file now The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Hardcover Free PDF from 4shared, mediafire, hotfile, and mirror link

About the Author

Steven J. Spear, five-time winner of the Shingo Prize and recipient of the McKinsey Award, is a senior lecturer at MIT and former assistant professor at Harvard. A senior fellow at the Institute for Healthcare Improvement, he is the author of numerous articles appearing in academic and trade publications, including the Harvard Business Review and The New York Times.


Books with free ebook downloads available The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition Free PDF
  • Hardcover: 432 pages
  • Publisher: McGraw-Hill; 2 edition (April 12, 2010)
  • Language: English
  • ISBN-10: 0071741410
  • ISBN-13: 978-0071741415
  • Product Dimensions: 9.2 x 6.5 x 1.2 inches
  • Shipping Weight: 1.7 pounds (View shipping rates and policies)
In this book, originally titled "Chasing the Rabbit," Steven Spear's years of observing Toyota* and his studies of other companies, both successes and failures, have led him to distill a set of principles other organizations can use to be more successful. Spear indicates that great leaders seem to practice them instinctively, yet it is not easy for them to articulate exactly what they do. That makes it difficult for the rest of us to understand what makes them good leaders.

Spear says that simply copying what Toyota does, for example, is not going to replicate the thinking behind how Toyota manages its business. Do you have to be steeped in the culture of Toyota, as Spear was, in order to fully absorb the way it does things? That's an option that few people have.

Spear says that it is possible to discover patterns in Toyota's practices, to make explicit what is implicit knowledge at Toyota. When Spear and Hajime Ohba, general manager of Toyota's Supplier Support Center happened to go on some of the same factory tours in Japan in 1995, Spear paid close attention to what Mr. Ohba did. He saw that Mr. Ohba asked the same questions on every tour, and asked them of the people working as often as of the executive guiding the tour. Whenever possible, he asked to start the tour where the end product was being shipped to customers.

What was he looking for? Pathways, connections or handoffs, and what work was being performed. Mr. Ohba was looking at process and how processes combine to form systems. That's different from saying that the only way to learn how Mr. Ohba looked at a plant is to spend years accompanying him.

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led linear aydınlatma
https://just-avto.kiev.ua
ärzte facelifting
elclinics.com
kosten kinderschminken
百家樂
77ph
777pub
hoya娛樂城ptt
onlinefact.be
dinning chair
Österreich online casino
google search console це
娛樂城
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