Publisher： Emerald Group Publishing Ltd
ISSN： 1477-7282
Source： Development and Learning in Organizations: An International Journal, Vol.21, Iss.4, 2007-07, pp. : 28-30
Disclaimer: Any content in publications that violate the sovereignty, the constitution or regulations of the PRC is not accepted or approved by CNPIEC.
Abstract
Purpose - The paper aims to reviews the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach - This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings - The paper finds that, on the face of it, any comparisons between an automobile and a hospital ward would seem rather absurd. But such an assumption reckons without the renowned Toyota Production System (TPS) that is becoming increasingly common within environments outside of the automotive industry. Lean thinking is at the core of TPS and this philosophy has influenced workplace culture at the Nord 92 hospital on the fringes of Paris, the French capital. Management and staff have implemented key lean principles to create a learning environment now much better equipped to improve and grow. Since a major tenet of lean is a focus on incremental improvements through continuous reflection, the system clearly offers no quick fix. Getting the basics right must therefore be the priority before more complex problems can be tackled. It makes sense, too. After all, everyone must learn to walk before they can run. Practical implications - The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value - The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Related content
Access to resources
Recommend
