By Jeffrey Liker and David Meier
Copyright: 2007
By Jeffrey Liker and David Meier
Copyright: 2007
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By Jeffrey Liker and David Meier
Copyright: 2007
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The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.
Section 1- People Create Learning Organizations
Chapter 1: Toyota’s Approach to Developing People
Chapter 2: The Importance of Developing People
Chapter 3: Creating a Teaching and Learning Culture in Your Company
Chapter 4: Standardized Work as the Foundation for Training
Section 2- The Job Instruction Method
Chapter 5: Preparation for Training
Chapter 6: Create a Job Breakdown
Chapter 7: Present the Operation
Chapter 9: Follow Up to Ensure Success
Chapter 10: Training examples for non-repetitive manufacturing jobs
Section 3- Developing Other Members of the Organization
Chapter 11: Case Example of Non-routine Jobs: Developing Engineers
Chapter 12: Developing Internal Lean Coaches
Chapter 13: Final Considerations
Section 1- People Create Learning Organizations
Chapter 1: Toyota’s Approach to Developing People
Chapter 2: The Importance of Developing People
Chapter 3: Creating a Teaching and Learning Culture in Your Company
Chapter 4: Standardized Work as the Foundation for Training
Section 2- The Job Instruction Method
Chapter 5: Preparation for Training
Chapter 6: Create a Job Breakdown
Chapter 7: Present the Operation
Chapter 9: Follow Up to Ensure Success
Chapter 10: Training examples for non-repetitive manufacturing jobs
Section 3- Developing Other Members of the Organization
Chapter 11: Case Example of Non-routine Jobs: Developing Engineers
Chapter 12: Developing Internal Lean Coaches
Chapter 13: Final Considerations
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