000			02164nam a2200217Ia 4500
999			_c233125 _d233125
005			20220609192826.0
008			200208s9999 xx 000 0 und d
020			_a9780875845401
082			_a338.0952 COO
100			_aCooper, Robin.
245		0	_aWhen lean enterprises collide : competing through confrontation
260			_aBoston
260			_bHarvard Business School Press
260			_c1995
300			_a379 p.
365			_b9000
365			_dRS
520			_aWhen Lean Enterprises Collide reveals a new theory of competition in which lean manufacturers become locked in a head-to-head race to create the most innovative product at the lowest price. These firms engage in a game of constant and lightning-fast leapfrogging in pursuit of transitory gains. This is the con frontation strategy, and it will shape the competitive landscape for lean enterprises - one in which sustain able advantage ceases to exist and niche firms cannot survive - now and for years to come. Cooper shows that the key to suc cess in such an environment is the careful balance of cost, quality, and functionality the survival triplet - in which cost is the critical element. He describes eight innovative cost management techniques - including target costing and value engineering that have emerged in Japanese firms to manage costs across the value chain. Leading manufacturers must use aggressive cost manage ment along with TQM and time-to market to develop products with the appropriate mix of quality, cost, and functionality to satisfy the customer. Evidence of this relentless con frontation strategy and the hidden role of cost management within it emerged during Cooper's five-year study of the management systems inside twenty Japanese companies, including Olympus, Nissan, Citizen, and Komatsu. When Lean Enterprises Collide is his groundbreaking account and a compelling argument for the inevitability of the confrontation strategy. As such, When Lean Enterprises Collide contains the prescription for managing lean enterprises all over the world in the next century.
650			_a"Costs, Industrial-Japan-case studies"
942			_cB _2ddc