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Four practical revolutions in management: systems for by Shiba, ShoÌ"ji; Walden, David

By Shiba, ShoÌ"ji; Walden, David

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As shown in Figure 2-3 , in any area of performance (physical or mental) in which we decide we need to improve, we may already perform with some degree of "skill" (by having "skill;' we mean one can perform that task without thinking about it, however poor one's form may be). For instance, in a physical task such as swinging a golf club or tennis racket, through long repetition we may have really drilled an inefficient swing or stroke into our muscle memory so we can do it completely automatically.

It is probably pretty obvious to most of us that a system can be more than the sum of its parts, and this is the reason we create systems. For instance, a sales person, a development person, a manufacturing person, a support person, and a financial person, who individually only have the capabilities in their functional specialty can together create, sell, and deliver a product or service. It is just as obvious that a system can be less than the sum of its parts; this is why so many of us have such disdain for the organizations (systems) we are a part of.

The evolution of methodology is summmized in 1-4 and described in more detail in the following subsections. Fitness to Standard ____. LIIse Standardization, statistical process control, and inspection were the main tools used to achieve fitness to standard. The consumer revolution and fitness to use brought a new tool: market research to find out what the customer wanted and cross-functional involvement to deliver it. Fitness to Use ----. Fitness of Cost At the next quality level, fitness of cost, the emphasis was on reducing costs while increasing quality (and, hence, on the need for low-variance production).

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