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PDF Putting the Just-In-Time Philosophy into Practice: A Strategy for Production Managers

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  • The basic principles of the Kaizen approach.
  • File Extensions and File Formats.
  • JIT Just-in-Time manufacturing.
  • The 731 Legacy (The Cotten Stone Mysteries).

To some, this may seem like the pseudo side of business. Who has time to care about culture and philosophy and values? We should be focused on KPIs and metrics and data and sales numbers.

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50. On Becoming a Leader

Follow me on Twitter alexandracanga or find me on LinkedIn. Whether you're new to the field or a seasoned executive, this book will give you a firm grasp on what it takes to make an organization perform.


  1. Biomembranes: Volume 1.
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  4. The Ghost Pirates [with Biographical Introduction].
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  7. It presents the basic principles of management simply, but not simplistically. Why did an eBay succeed where a Webvan did not? Why do you need both a business model and a strategy? Why is it impossible to manage without the right performance measures, and do yours pass the test? Joan Magretta, a former top editor at the Harvard Business Review, distills the wisdom of a bewildering sea of books and articles into one simple, clear volume, explaining both the logic of successful organizations and how that logic is embodied in practice.

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    This book shows how the seventy largest corporations in America have dealt with a single economic problem: the effective administration of an expanding business. The author summarizes the history of the expansion of the nation's largest industries during the past hundred years and then examines in depth the modern decentralized corporate structure as it was developed independently by four companies—du Pont, General Motors, Standard Oil New Jersey , and Sears, Roebuck. Another classic, even today. It seems, at first glance, like an obvious step to take to improve industrial productivity: one should simply watch workers at work in order to learn how they actually do their jobs.

    This highly influential book, must-reading for anyone seeking to understand modern management practices, puts lie to such misconceptions that making industrial processes more efficient increases unemployment and that shorter workdays decrease productivity. And it laid the foundations for the discipline of management to be studied, taught, and applied with methodical precision. Most of Barnard's career was spent in executive practice.

    His career began in the Statistical Department, took him to technical expertness in the economics of rates and administrative experience in the management. This international bestseller challenges everything you thought you knew about the requirements for strategic success. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet, as this influential and immensely popular book shows, these hallmarks of competitive strategy are not the way to create profitable growth in the future. The true secret of high achievers is that they know how to find their ""focal point"" — the one thing they should do, at any given moment, to get the best possible results in each area of their lives.

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    It belongs on your bookshelf or on your tablet or Kindle. Game theory means rigorous strategic thinking. It's the art of anticipating your opponent's next moves, knowing full well that your rival is trying to do the same thing to you. Though parts of game theory involve simple common sense, much is counterintuitive, and it can only be mastered by developing a new way of seeing the world. Using a diverse array of rich case studies—from pop culture, TV, movies, sports, politics, and history—the authors show how nearly every business and personal interaction has a game-theory component to it.

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    It was a defining moment for American business. So begins the story of a self-made man and a self-described rebel who thrived in one of the most volatile and economically robust eras in U. Jack Welch surveys the landscape of his career running one of the world's largest and most successful corporations. The definitive work concerning Warren Buffett and intelligent investment philosophy, this is a collection of Buffett's letters to the shareholders of Berkshire Hathaway written over the past few decades that together furnish an enormously valuable informal education.

    The letters distill in plain words all the basic principles of sound business practices. They are arranged and introduced by a leading apostle of the "value" school and noted author, Lawrence Cunningham. Here in one place are the priceless pearls of business and investment wisdom, woven into a delightful narrative on the major topics concerning both managers and investors.

    These timeless lessons are ever-more important in the current environment. For those who think this is just a book for investors, think again. Wise musings by a very smart businessman. This is a practical, inspiring handbook for anyone striving to improve a business model or craft a new one.

    You will learn how to systematically understand, design, and implement a new business model or analyze and renovate an old one. Co-authored by Business Model Canvas practitioners from 45 countries, the book was financed and produced independently of the traditional publishing industry. It features a tightly-integrated, visual, lie-flat design that enables immediate hands-on use. Bruce Greenwald, one of the nation's leading business professors, presents a new and simplified approach to strategy that cuts through much of the fog that has surrounded the subject.

    Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-to-follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position. Over the last two decades, the conventional approach to strategy has become frustratingly complex.

    It's easy to get lost in a sophisticated model of your competitors, suppliers, buyers, substitutes, and other players, while losing sight of the big question: Are there barriers to entry that allow you to do things that other firms cannot? A book that was on Steve Jobs' bookshelf. It teaches the theory of disruptive innovation and why great companies fail when they ignore disruptive products in their competitive space. A favorite of countless other great CEOs, the book challenges conventional wisdom on what businesses should be focused on and when they should deviate from business as normal.

    As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well. But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why the order wasn't challenged, the answer was "Because you told me to.

    That's when Marquet took matters into his own hands and pushed for leadership at every level. Turn the Ship Around! Navy's traditional leader-follower approach. No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader. The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.

    Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations. Six Thinking Hats can help you think better-with its practical and uniquely positive approach to making decisions and exploring new ideas. It is an approach that thousands of business managers, educators, and government leaders around the world have already adopted with great success.

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    Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders. Why are there so many gaps between what firms know they should do and what they actually do?

    Just in Time Production (Lean Production)

    Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it.

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    The message is clear—firms that turn knowledge into action avoid the "smart talk trap. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place.

    Based on a massive Gallup study of 2 million people, this book shows individuals how to cultivate their own career strengths and strengths, managers how to capitalize the talents of their people, and executives how to build an entire organization around the talents of each employee. Instead, guided by our parents, by our teachers, by our managers, and by psychology's fascination with pathology, we become experts in our weaknesses and spend our lives trying to repair these flaws, while our strengths lie dormant and neglected. At the heart of the book is the Internet-based StrengthsFinder R Profile, the product of a year, multimillion-dollar effort to identify the most prevalent human strengths.

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    The Hidden Factory

    The program introduces 34 dominant "themes" with thousands of possible combinations, and reveals how they can best be translated into personal and career success. In developing this program, Gallup has conducted psychological profiles with more than two million individuals to help readers learn how to focus and perfect these themes. In "First, Break All the Rules," Gallup presents the remarkable findings of its massive in-depth study of great managers—those who excelled at turning each employee's talent into performance.

    They employ different styles and focus on different goals. Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They don't believe that, with enough training, a person can achieve anything he sets his mind to. They don't try to help people overcome their weaknesses.

    They disregard the golden rule. They even play favorites. Companies compete to find and keep the best employees using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees.

    This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they set expectations, how they motivate people, and how they develop people. The revised and updated edition of "The Great Game of Business" lays out an entirely different way of running a company. It wasn't dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time consultants.

    It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes. What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years—an approach that is perhaps the last, best hope for reviving the American Dream.

    Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. It is a book to recommend to your friends in industry — even to your bosses — but not to your competitors. In , business guru Tom Peters co-authored In Search of Excellence, one of the most influential business guides of all time. More recently, through seminars in 47 states and 22 countries, Peters reexamined, refined and reinvented his views on innovation—the 1 survival strategy, he asserts, for businesses of the next millennium.

    In this classic text, Taiichi Ohno—inventor of the Toyota Production System and Lean manufacturing—shares the genius that sets him apart as one of the most disciplined and creative thinkers of our time. Combining his candid insights with a rigorous analysis of Toyota's attempts at Lean production, Ohno's book explains how lean principles can improve any production endeavor.

    A historical and philosophical description of just-in-time and lean manufacturing, this work is a must read for all students of human progress.