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Profit Beyond Measure |
Stock market
pressure has encouraged many companies to adopt management by financial results,
particularly since setting stretch objectives pushes employees to perform. Yet,
Profit Beyond Measure reveals that this approach often generates hidden costs
and can be demoralizing. The authors instead recommend management by means, an
approach used by Toyota and Scania. They show how focusing on operational improvement
produces better long-term results. They also offer the keys to the successful
implementation of this management method. |
|
H.
Thomas Johnson | |
 | Le Management Par les Contraintes |
This book
holds that companies can improve their financial performance by rethinking production
management methods and tracking indicators. The author suggests that companies
refrain from trying to utilize all of their industrial assets at every stage of
production and instead manage production around bottlenecks, in order to minimize
materials and unfinished product stocks. Batch order and size would then be determined
by maximum throughput capacity at these bottlenecks. |
| Philip
Marris, Les Éditions d'Organisation, 1994. | |
| | Lean Thinking | This
book describes the principles of lean production based on the conclusions of a
worldwide MIT study of automotive production systems. The authors demonstrate
the inherent power residing in this Japanese-originated mode of organization,
and describe how it differs from mass production. |
| James
P. Womack, Daniel T. Jones and Daniel Roos, Simon & Schuster, 1994. | |
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