Chapter 18: Principle number 10
Develop Exceptional Persons and Clubs Who Comply with Your Business Philosophy
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DirecciГіn de la cadena de suministro вЂ“ Problema Barilla
Chapter 16 Rule no . 10: Develop People and Teams
Principle number 10 Outline
: The Rule: Form vs . Function of Teams Developing Excellent Person Work When Promoting Successful Team Work Launching a Toyota Facility in United states: One Shot at Getting the Culture Right Growing Teams at Toyota: Not only a One-Minute Idea Work Groupings Are the Focal Point for Resolving Problems In Toyota, Whatever you Learned at school About Motivation Theory Is Right People Drive Continuous Improvement DirecciГіn de la cadena para suministro вЂ“ Caso Barilla
Toyota Way: Group some.
Chapter of sixteen Principle number 10: Develop People and Teams
Develop Exceptional Persons and Groups
Form vs . Function of Teams 21% of their time was spent filling in for personnel who were lacking or on holiday. GM group leaders would this 1 ) 5% of that time period. 10% of time was put in ensuring an easy flow of parts towards the line. GMC team leaders were for 3%. seven percent of their time was spent actively communicating job-related information. This is virtually lacking at GENERAL MOTORS. 5% of their time was put in observing the team working, to be able to anticipate complications. This did not happen at all at GMC.
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Chapter 16 Principle number 10: Develop People and Teams
DirecciГіn de la cadeneta de viveres вЂ“ Problema Barilla
Develop Exceptional People and Groups
The Principle: Developing Exceptional Individual Job While Advertising Effective Team Work Right individuals to train Empower to work in teams Capabilities and characteristics of individuals matter Second-nature understanding of Toyota's philosophy TPS was referred to as " the...