Management Systems

Humanism is a philosophy that centers on acknowledging the dignity of your fellow humans. It is a recognition that our behavior impacts others. We don’t live in a vacuum. When we are in a leadership position, we have even more responsibility to do good, not just for ourselves, but for our team as well. Humanistic management or leadership is a philosophical approach that is at once: Compassionate, ethical, responsible, reasonable, and strategic. To be an effective, ethical leader requires a variety of different interrelated skills.

"Conquer the CP-FS Exam: Your Guide to a Career as a Certified Professional in Food Safety" is a concise study guide designed to help aspiring food safety professionals prepare for the CP-FS exam. This guide offers an overview of essential topics, including food safety principles, food microbiology, regulations, food handling, and crisis management. It is intended as a supplemental resource to complement more detailed study materials, providing readers with key concepts and insights relevant to the exam. This concise guide provides information aligned with current food safety standards. ...

“Conquer the CMT Level III Exam: Your Guide to a Career as a Chartered Market Technician” is an extensive guide designed to equip aspiring market technicians with the knowledge and skills required to pass the CMT Level III exam and excel in their careers. This comprehensive manual covers a wide range of advanced topics, including quantitative methods, technical trading systems, performance measurement, and global market analysis. It delves deeply into the intricacies of market microstructure, ethics, and professional standards, providing real-world case studies and detailed explanations...

Is your child struggling with sensory overload? Are simple, everyday tasks like grocery shopping or attending family events turning into overwhelming battles? You don't have to navigate this journey alone. Introducing "Ausome Senses: A Parent's Guide to Navigating Sensory Processing in Autistic Children", a compassionate, practical guide written by a mother, nurse, and researcher who truly understands. As a parent to an autistic child, I know the challenges firsthand—the heartache, the questions, the longing for a way to help your child feel more at peace in a world that can be so intense...

Ever wondered why some people struggle with their finances despite earning well and putting in significant efforts to manage them? And how some achieve better financial outcomes with little effort? In The 80-20 Money Makeover, popular blogger and financial expert Arun Kumar takes you on a money makeover journey. Kumar's proven model, based on the Pareto principle, or the 80-20 rule, helps you focus on the critical few decisions (versus the trivial many) and achieve great results with minimum fuss.

Everyone has a belief system. This may be religiously influenced, but often it's a product of the person's personality and experiences. There are certain actions that our belief systems tell us are "right" and "wrong." These are often subconscious. Whether we intend to or not, we take our belief systems with us to work. It is a manager's job to understand the belief system of every team member and its effect on efficiency and productivity.

Genchi genbutsu is the Toyota way of thoroughly understanding a situation by personally observing and confirming information or data at the place where the situation is happening. For instance, when someone in charge is trying to figure out a problem, they will go to where the work is being done and watch how it's being done. They will also talk to the people doing the work to make sure the information is correct and to understand what's going on. They won't only trust information from a computer or from other people. This rule applies to both high-level leaders and lower-level supervisors....

Some businesses have reduced staff and made resource cuts to survive the global economic downturn, while others have improved business practices and culture. Unfortunately, there is still a difference between successful and less successful businesses in terms of culture adaptability, people management, and process management. In organisations like Toyota, which, in contrast to its rivals, has a mindset of process improvement, culture drives competitive advantage. Other businesses might benefit from Toyota's teachings by changing their routines for behaving and thinking in order to increase ...

Heijunka, which means "production smoothing or leveling" in Japanese, is a method that helps balance production in all areas and with suppliers over time. It aims to make Just-In-Time (JIT) production easier. Heijunka is an important part of Just-in-Time (JIT) production. It means finding and keeping a consistent level of production. The main purpose of using the Heijunka technique is to provide goods at a consistent pace, which allows other operationsto also run smoothly and predictably. This helps decrease wastes and the amount of inventory.

Management has the important job of teaching and helping people get better. But they also need to give support, listen, motivate, give power, and give challenges. If you want people to do what you want them to do and do it well and passionately, you have to find the way to encourage and motivate them.

In recent years, financial professionals have been using outdated ideas and methods to judge how well companies are doing and give feedback to the bosses. This helps the executives and CEOs figure out what changes they need to make and make important choices. The boss wants assistance in locating the means to finance a new project. He wants to find areas where we can reduce costs in our products and services, as well as determine if changes made have led to making more money. The CEO wants assistance in understanding how the company has gotten better or worse and what the future will be ...

A way to control production where activities that come after in the process communicate what they need to activities that come before. Pull production aims to reduce or remove excessive production and is one of the three key elements of a complete just-in-time production system. In pull production, a step that comes after another step, either in the same place or somewhere else, tells the step before it what stuff or materials are required, how much is needed, and when and where it should be delivered. The supplier doesn't make anything until the customer asks for it. This means the ...

Takt is a German word that means the speed or rhythm of something. Takt time is a number that helps make sure that the pace of making pacemakers matches the pace of selling them. One of the most important things to consider in lean manufacturing is takt time. This is the rate at which customers want a certain group of products to be produced by one step in the manufacturing process. Takt time is a number that tells us how much time we have to make each item that the customer wants. Takt time is the time available for manufacturing divided by the number of orders. In the 1930s, the German ...

Giving machines and operators the power to notice when something is wrong and quickly pause their work. This helps companies to increase quality at every step of the process and to have workers and machines work separately for better efficiency. Jidoka is a fundamental concept in the Toyota Production System, which is an important way of doing things in Toyota factories. It is one of the two main principles, along with just-in-time. Jidoka is a system that helps identify problems quickly because if a problem happens, work immediately stops. This helps make things better and prevents ...

TPS is a Thinking Production System rooted in leadership and a comprehensive set of principles, we can begin to fully appreciate its potential and apply it effectively in diverse industries and contexts. So, what exactly is TPS? It is a holistic approach to production that requires a shift in mindset and a deep understanding of the principles that drive its implementation. TPS is not limited to a specific industry or a set of rigid techniques. It is a philosophy that can be applied to any organization, regardless of its context or sector. There is a common misconception about the true ...

Notre fonctionnement est une conséquence directe de notre façon de nous utiliser. Or, nous avons l'habitude de foncer tout droit vers le but et de ne pas considérer les moyens par lesquels nous l'atteignons.

"The Power of a Giggle: Embracing Joy and Healing Through Laughter" is a delightful and insightful journey into the transformative world of laughter. In this heartwarming book, we explore the profound impact of laughter on our physical, emotional, and social well-being. From the science behind laughter's healing effects to the art of cultivating humor in our lives, this book offers practical tips that inspire readers to embrace laughter as a powerful tool for joy and resilience. Discover how a simple giggle can reduce stress, boost the immune system, and create a sense of emotional well-...

Andon is a system that alerts people to problems before they happen, in order to make the process more efficient and prevent issues. In manufacturing, an andon is a system that tells managers, maintenance workers, and other employees about a problem with quality or the manufacturing process. But is this all that Andon being?Andon is a system that alerts people to problems before they happen, in order to make the process more efficient and prevent issues. In manufacturing, an andon is a system that tells managers, maintenance workers, and other employees about a problem with quality or the ...

One of the main difficulties for people practicing lean is trying to find a clear and direct link between doing something that aligns with lean principles and the financial advantage it brings. Toyota follows certain principles in regards to cost-benefit analysis (CBA) by making management decisions based on thinking about the financial impact in the long run rather than focusing on short-term gains.

At first, Taiichi Ohno, who helped create the Toyota Production System, didn't want to write it down because he was afraid people would only pay attention to the tools and theories. When he finally wrote it down, he described it as a house because a house can be considered as a system. If you remove any supports holding up the roof, the roof and everything connected to it will fall down. One of the students of Ohno said that Toyota made a mistake when they named it the Toyota Production System. Instead, Toyota should have named it the Thinking Production System because the main purpose was ...