Michael Hoseus's Books

Toyota Culture (PB)

By: Jeffrey K. Liker,Michael Hoseus

Write a review Read reviews Take a Quiz Solve Book Puzzle

Winner of the Shingo Prize for Research and Professional Publication, 2009 The international bestseller The Toyota Way explained the company's success by introducing a revolutionary 4P model for organizational excellence-Philosophy, People, Process, and Problem Solving. Now, in Toyota Culture, preeminent Toyota authorities Jeffrey Liker and Michael Hoseus reveal how Toyota selects, develops, and motivates its people to become committed to building high-quality products-and how you can do the same for your company. Toyota Culture examines the “human systems” that Toyota has put in place to instill its founding principles of trust, mutual prosperity, and excellence in its plants, dealerships, and offices around the world. Beginning with a look at the evolution of the Toyota culture and why its people are the heart and soul of the Toyota Way, the authors explain the company's four-stage process for building and keeping quality people: Attract, Develop, Engage, and Inspire. Drawing upon numerous examples from Liker's decades of research as well as Hoseus' insider access as a Toyota manager, Toyota Culture gives you the tools you need to: Find competent, able, and willing employees Start training and socializing your people as you hire them Establish and communicate key business performance indicators at every level of your organization Train your people to solve problems and continuously improve processes in their daily work Develop leaders who live and teach your company's philosophy Reward top performance-and offer help to those who are struggling Fascinating vignettes of Toyota's innovative culture highlight the nuances of translating and recreating a people-centric culture in factories and offices across the globe. These exclusive, behind-the-scenes details are just what your company needs to successfully learn from The Toyota Culture.

Average ratings

N/A

Write a review

Solve jigsaw puzzle

Age

Page Count

593

Publisher

McGraw Hill Professional

Published Date

ISBN 10

0071712577

ISBN 13

9780071712576

Learn to See the Invisible

How to Unlock Your Potential as a Leader

By: Michael Bremer

Write a review Read reviews Take a Quiz Solve Book Puzzle

Learn to See the Invisible

How to Unlock Your Potential as a Leader

By: Michael Bremer

Most improvement consultants say improvement efforts must be led by the CEO, and that is certainly ideal. But the actual reality is most CEOs do not actively drive/guide improvement. They want it to happen, but they focus most of their energy on other issues. According to surveys from Gallup and others, the number one reason people say, “I am not engaged” is due to the behaviors of their direct boss! Those leaders (in the middle of an organization) have a tremendous amount of leverage; first- and second-line leaders directly touch 80% of the people in their organization. They have a tremendous amount of influence and more power than they might realize. This book focuses on that demographic. This book describes four key foundations and 25 different actions leaders can practice to become more effective in training their eyes to see things tomorrow that are currently invisible. It helps leaders and managers to become better observers of their current reality by practicing getting better at getting better. The goal is to get better in the way we lead, the way our team performs, and the results we accomplish. If done in the right way, visually posting your improvement targets is the key to driving more personal growth, as well as more cross-functional collaboration and cooperation in your work activities. The most unique aspect of this book is that it suggests leaders use visual tools. Visual Leadership is the fourth foundational element the author encourages people to practice. The primary purpose of visual performance metrics isn’t to make sure things are working well in your department. It’s to create a thinking environment that makes it easier for multiple departments, teams, and groups to work together. It is relatively easy to come up with performance metrics for your team, but what about metrics that help “us” to work more effectively together? Good visual reporting practices create “information democracy.” They eliminate filters that obscure knowledge between layers of management and between departments. They help to create an environment that is much more robust and open, making it easier to be in touch with the “actual reality.” And perhaps the most exciting of all, visual tools can help an individual learn to lead more effectively. The power of using visuals in this way is underutilized in most organizations. Whatever new behaviors a leader is trying to accomplish, visual reporting can facilitate progress and ensure accountability in developing those new habits.

Average ratings

N/A

Write a review

Solve jigsaw puzzle

Age

Page Count

138

Publisher

CRC Press

Published Date

ISBN 10

1040144918

ISBN 13

9781040144916

Staying Power

Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World (Lessons from Microsoft, Apple, Intel, Google, Toyota and More)

By: Michael A. Cusumano

Write a review Read reviews Take a Quiz Solve Book Puzzle

Staying Power

Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World (Lessons from Microsoft, Apple, Intel, Google, Toyota and More)

By: Michael A. Cusumano

As we continue in an era of simultaneous innovation and commoditization, enabled by digital technologies, managers around the world are asking themselves "how can we both adapt to rapid changes in technology and markets, and still make enough money to survive - and thrive?" To provide answers to these important and urgent questions, MIT Sloan School of Management Professor Michael Cusumano draws on nearly 30 years of research into the practices of global corporations that have been acknowledged leaders and benchmark setters - including Apple, Intel, Google, Microsoft, Toyota, Sony, Panasonic, and others in a range of high-technology, services, and manufacturing industries. These companies have also encountered major challenges in their businesses or disruptions to their core technologies. If we look deeply enough, he contends, we can see the ideas that underpin the management practices that make for great companies, and drive their strategic evolution and innovation capabilities. From his deep knowledge of these organizations, Cusumano distils six enduring principles that he believes have been - in various combinations - crucial to their strategy, innovation management practices, and ability to deal with change and uncertainty. The first two principles - platforms (not just products), and services (especially for product firms) - are relatively new and broader ways of thinking about strategy and business models, based on Cusumano's latest research. The other four - capabilities (not just strategy or positioning), the "pull" concept (not just push), economies of scope (not just scale), and flexibility (not just efficiency) - all contribute to agility, which is a mix of flexibility and speed. Many practices associated with these ideas, such as dynamic capabilities, just-in-time production, iterative or prototype-driven product development, flexible design and manufacturing, modular architectures, and component reuse, are now commonly regarded as standard best practices. These six enduring principles are essential in a new world dominated by platforms and technology-enabled services.

Average ratings

N/A

Write a review

Solve jigsaw puzzle

Age

Page Count

392

Publisher

OUP Oxford

Published Date

ISBN 10

0191641405

ISBN 13

9780191641404

Motion Leadership

The Skinny on Becoming Change Savvy

By: Michael Fullan

Write a review Read reviews Take a Quiz Solve Book Puzzle

Motion Leadership

The Skinny on Becoming Change Savvy

By: Michael Fullan

Cycling from practice to theory and back again, this concise book provides the skinny on motion leadership, or how to “move” individuals, institutions, and whole systems forward.

Average ratings

N/A

Write a review

Solve jigsaw puzzle

Age

Page Count

Publisher

Corwin Press

Published Date

ISBN 10

141298131X

ISBN 13

9781412981316

Toyota Culture: The Heart and Soul of the Toyota Way

By: Jeffrey K. Liker,Michael Hoseus

Write a review Read reviews Take a Quiz Solve Book Puzzle

Toyota Culture: The Heart and Soul of the Toyota Way

By: Jeffrey K. Liker,Michael Hoseus

Average ratings

N/A

Write a review

Solve jigsaw puzzle

Age

Page Count

594

Publisher

McGraw Hill Professional

Published Date

ISBN 10

0071492178

ISBN 13

9780071492171

Lead With Respect

A Novel of Lean Practice

By: Michael Ballé,Freddy Ballé

Write a review Read reviews Take a Quiz Solve Book Puzzle

Lead With Respect

A Novel of Lean Practice

By: Michael Ballé,Freddy Ballé

Lead With Respect is a terrific book that puts the elements of genuine motivation into a broader context and helps leaders translate those principles into action." —Daniel H. Pink, author of To Sell Is Human and Drive "The Ballé books are a great way to get started or to speed up your pace of transformation, personal and organizational." —Jim Womack, Founder of Lean Enterprise Institute In their new business novel Lead With Respect, authors Michael and Freddy Ballé reveal the true power of lean: developing people through a rigorous application of proven tools and methods. And, in the process, creating the only sustainable source of competitive advantage—a culture of continuous improvement. In this engaging and insightful story, CEO Jane Delaney of Southcape Software discovers from her sensei Andy Ward that learning to lead with respect enables her to help people improve every day. “For us, lean is all about challenging yourself and each other to find the right problems, and working hard every day to engage people in solving them,” he says. Lead With Respect’s timely message brings a new understanding of lean. While lean has become essential for companies to compete in today’s global economy, most practitioners see it as a rigorous focus on process to produce higher quality goods and services—a limited understanding that fails to realize the true power of this approach. This new novel by the Ballés, the third in a series that includes Shingo Research Award-winners The Gold Mine and The Lean Manager, breaks new ground by sharing huge amounts of practical information on the most important yet least understood aspect of lean management: how to develop people through a rigorous application of lean tools. You’ll learn: How to apply Lead With Respect attitudes to the lean tools you are using now so that you develop a truly sustainable lean culture.What specific steps to follow to make lean leadership behaviors daily habits.How to manage with respect through the emotion, conflict, tension, and self-doubt that you’ll face during a lean transformation.

Average ratings

N/A

Write a review

Solve jigsaw puzzle

Age

Page Count

246

Publisher

Lean Enterprise Institute

Published Date

ISBN 10

1934109487

ISBN 13

9781934109489

The Lean Manager

By: Freddy Ballé,Michael Ballé

Write a review Read reviews Take a Quiz Solve Book Puzzle

The Lean Manager

By: Freddy Ballé,Michael Ballé

In this groundbreaking sequel to The Gold Mine, authors Michael and Freddy Ballé present a compelling story that teaches readers the most important lean lesson of all: how to transform themselves and their workers through the discipline of learning the lean system. The Lean Manager: A Novel of Lean Transformation reveals how individuals can go beyond the short-term gains from tools, and realize a deeper, sustainable path of improvement. Full of human moments that capture the excitement and drama of lean implementation, as well as clear explanations of how tools and systems go hand-in-hand, this book will teach and inspire every person working to make lean a reality in their organization today. This book will help you learn both the how of doing lean, as well as the why behind the tools, enabling you to become lean. Lean is the most important business model for competitive success today. Yet companies still struggle to sustain enduring and deep-rooted business success from their lean implementation efforts. The most important problem for these companies is becoming lean: how can they advance beyond realizing isolated gains from deploying lean tools, to fundamentally changing how they operate, think, and learn? In other words, how can companies learn to go beyond lean turnaround to achieve lean transformation? The Lean Manager: A Novel of Lean Transformation, by lean experts Michael and Freddy Ballé, addresses this critical problem. As we move from what Jim Womack, author, lean management authority, and LEI founder, calls “the era of lean tools to the era of lean management,” The Lean Manager gives companies a definitive guide for sustaining their ability to learn and improve operations and financial performance, while continually developing people. “The only way to become and stay lean is to produce lean managers,” says Womack. “Every isolated effort will recede—or fail—unless companies learn to use the lean process as a way of developing individual problem-solvers with the ownership, initiative, and know-how to solve problems, learn, and ultimately coach new individuals in this discipline. That’s why this book matters so much.” The Lean Manager, the sequel to the Ballé’s international bestselling business novel The Gold Mine, tells the compelling story of plant manager Andrew Ward as he goes through the challenging but rewarding journey to becoming a lean manager. Under the guidance of Phil Jenkinson (whose own lean journey was at the core of The Gold Mine), Ward learns to use a deep understanding of lean tools, as well as a technical know-how of his plant’s operations, to foster a lean attitude that sustains continuous improvement. Where The Gold Mine shows you how to introduce a complete lean system, The Lean Manager demonstrates how to sustain it. Ward moves beyond fluency with tools to changing his behavior as a manager and leader. He shifts from giving orders and answers to asking the right questions so people identify and address problems. He learns how to use tools to unleash the creativity and motivation of people, so they learn how to solve problems as well as coach and teach others to solve problems. Ward learns how to create lean managers. “I am excited and have hopes that this book will enlighten readers about what it really means to live a business transformation that puts customers first and does this through developing people,” said Jeffrey Liker, author of The Toyota Way and professor of Industrial and Operations Engineering at the University of Michigan. “People who do the work have to improve the work. There are tools, but they are not tools for ‘improving the process.’ They are tools for making problems visible and for helping people think about how to solve those problems.”

Average ratings

N/A

Write a review

Solve jigsaw puzzle

Age

Page Count

473

Publisher

Lean Enterprise Institute

Published Date

ISBN 10

1934109312

ISBN 13

9781934109311

Book's by Michael Hoseus

Toyota Culture (PB)

Toyota Culture (PB)

Learn to See the Invisible

Learn to See the Invisible

Staying Power

Staying Power

Motion Leadership

Motion Leadership

Toyota Culture: The Heart and Soul of the Toyota Way

Toyota Culture: The Heart and Soul of the Toyota Way

Lead With Respect

Lead With Respect

The Lean Manager

The Lean Manager

Username

Password

Username

Password

Password again

Birthday

Email