"Lean Thinking" has dominated product development and project management for over a decade. Now, however, a six-year study by MIT's International Motor Vehicle Program led by Michael Cusumano and Kentaro Nobeoka finds that, in order to dramatically improve product portfolios, Toyota and other leading companies are moving beyond single-project management on which lean thinking is based. In "Thinking Beyond Lean", Cusumano and Nobeoka show that single-project management can produce isolated hit products and "fat" designs that contain few common components and many unnecessary parts and features. As a result, in this era of slowing growth and falling profits, leading companies are maximizing their investment by utilizing a groundbreaking concept the authors call "multi-project management". Drawing on a data base of 210 automobile products and detailed case studies from Toyota, Ford, GM, Chrysler, Nissan, Honda, Mazda, Renault, and Fiat, the authors demonstrate how product development teams can share engineers and key common components but retain separate designers to maintain distinctive product features. The result: multi-project management has brought these companies huge savings in development and production costs. Cusumano and Nobeoka's findings will be required reading for every company that makes more than one product. Taking up where "The Machine That Changed the World" left off, "Thinking Beyond Lean" will change the way leaders do business now and in the future.
Le informazioni nella sezione "Riassunto" possono far riferimento a edizioni diverse di questo titolo.
Michael A. Cusumano is Sloan Distinguished Professor of Management at MIT's Sloan School of Management. A leading expert on the strategic management of technology, Professor Cusumano is co-author of Microsoft Secrets and the author of The Japanese Automobile Industry and Japan's Software Factories.From Booklist:
Cusumano, along with Richard Selby, previously analyzed Bill Gates' competitive strategy in Microsoft Secrets (1995), but he also took an earlier look at Toyota in The Japanese Automobile Industry (1985). That book looked at the technological and managerial practices of both Toyota and Nissan. Now Cusumano returns to Toyota to tout its multiproject management process. He is a professor at MIT's Sloan School of Management, and this book is the culmination of a six-year study by MIT's International Motor Vehicle Program. With coauthor Nobeoka, who is an associate professor at Kobe University in Japan, Cusumano examines a new method for developing new products that relies on separate teams to analyze and incorporate various elements of existing products. This process results in lower development costs yet still yields unique products that appeal to new customers. The authors also demonstrate that this technique can be applied to products in other industries. David Rouse
Le informazioni nella sezione "Su questo libro" possono far riferimento a edizioni diverse di questo titolo.
Descrizione libro Free Press, 1998. Hardcover. Condizione libro: New. Codice libro della libreria DADAX0684849186
Descrizione libro Free Press, 1998. Hardcover. Condizione libro: New. Codice libro della libreria P110684849186
Descrizione libro Condizione libro: Brand New. Book Condition: Brand New. Codice libro della libreria 97806848491881.0