Replying to LO27854 --
Michael
I agree that Toyota has an uniquely productive pattern. This may sound
funny but: how does a large company decide what it can and cannot learn
from Toyota? I refuse to believe that there is nothing to be learnt from
a orgamisational learning pattern such as Toyota US which according to the
authors of Profit Beyond Measure (Johnson & Broms) is able to produce a
million different variations of car models at lower cost and better
quality than rivals can produce a thousand variations
What's the tool that's needed before one decides what one can learning one
can transfer between 2 organmisational patterns?
Incidentally any other readers here of Profit Beyond Measure who would be
interetsed in sharing readers notes?
chris macrae , wcbn007@easynet.co.uk
http://www.egroups.com/group/simplysee
> Toyota does spend less on accounting related information than Ford or most
> other companies. Their accounting system is part of an overall system
> (sy) and surrounding(su), as At vividly describes in an earlier message.
> Dr. Deming (whom I spent time with on several occasions) and Russ Ackoff,
> among others, also talk about how every system is part of another system.
> When we make changes to one system we risk making another worse......we
> could also unknowingly make another one better.
>
> Toyota has honed their accounting system to fit the Toyota Production
> System for the last sixty years. Other organizations have different
> systems and surroundings. That cannot simply take Toyota's best practices
> and copy them. That has been clearly proven over the last twenty five
> years.
--"chris macrae" <wcbn007@easynet.co.uk>
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