How have popular operations strategies such as TQM, JIT, and others fallen short of expectation in some organizations?
Upton: Popular strategies fall short partly because they are fads that happen to work well in one company but do not transfer well into others, or because they are misunderstood, misapplied, or not well-implemented. Rather than promote a particular strategy, BCAO takes a pragmatic approach, prompting mangers to ask: How can I choose which of these tools is right for my organization? EE: What topics are explored in BCAO’s Managers as Teachers module, and why is the module “optional”? Upton: In BCAO, participants learn that good operations are those that spread knowledge throughout the ranks; everybody in the organization must understand what they’re doing and why they’re doing it. In Managers as Teachers, we use a couple of examples Alcoa and Toyota to show how to disseminate the lessons of the course throughout one’s company. The module is optional because some people take the course solely for their own edification. For others, spreading learning throughout their organization is criti
Related Questions
- How have popular operations strategies such as TQM, JIT, and others fallen short of expectation in some organizations?
- What are the differences in the distribution channels, delivery operations, and marketing strategies in these markets?
- What PropNET strategies assure that split-frequency DX operations are not interfered with?
