""Command and Control is failing us. There is a better way to
design and manage work - a better way to make work work - but it
remains unknown to the vast majority of managers.""
An adherent of the Toyota Production System, John Seddon
explains how traditional top-down decision making within service
organizations leads to managers who are detached from employees and
remote from operations. He demonstrates that decision-making based
on purpose-related measures (such as putting customers first and
improving services) can help managers reconnect with operations,
see waste, and exploit opportunities for improvement. Through
extensive case material, he differentiates between command and
control and systems thinking and illustrates how the latter leads
to improved service, revenues, and staff morale. He also posits
that the service industry is fundamentally different from
manufacturing, and shows how Toyota production principles must be
transformed for application in service organizations.
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