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The Japanese Industrial Model
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achieve action American industry Analyzing assembly line causes of variation changes Circle leaders Circle members Circle process commitment common causes communication company's competitive control charts control limits Corporation costs Crosby developed effective employee involvement engineering equipment firms Ford Ford Motor Company GTE Circles Hershey Foods Corporation Honda implementation increased inventory Japan Japanese Japanese management just-in-time manufacturing just-in-time system Kanbans labor levels machine materials meet ment Motors needs Nenko Omark Industries operations organization output percent performance Philip Crosby Pitney Bowes plant problem-solving problems process average Process Capability production Quality Circle quality control quality improvement reduced requirements result setup Sheller-Globe solving special causes specification statistical control statistical process control subgroup supervisors suppliers teamwork techniques tion top management Total Quality Toyota Toyota Production System union United vendors vice president workers Worthington Worthington Industries Xerox ZIPS