Toyota's Approach to Developing and Coaching Leaders - Soliman, Mohammed Hamed Ahmed
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When Taiichi Ohno, the architect of the Toyota Production System (TPS), first developed the system, he hesitated to document it, fearing that people would focus only on the tools and techniques rather than the underlying philosophy. Eventually, he described TPS as a house-a system where every element supports the others. Remove any support, and the roof, along with everything connected to it, will collapse. One of Ohno's students argued that the system should have been called the "Thinking Production System" instead, because its true purpose is to encourage people to think, learn, and…mehr

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Produktbeschreibung
When Taiichi Ohno, the architect of the Toyota Production System (TPS), first developed the system, he hesitated to document it, fearing that people would focus only on the tools and techniques rather than the underlying philosophy. Eventually, he described TPS as a house-a system where every element supports the others. Remove any support, and the roof, along with everything connected to it, will collapse. One of Ohno's students argued that the system should have been called the "Thinking Production System" instead, because its true purpose is to encourage people to think, learn, and continuously improve. In TPS, people are the most important component, and their thinking drives the system's success.
Autorenporträt
Mohammed Hamed Ahmed Soliman is an industrial engineer, consultant, university lecturer, operational excellence leader, and author. He works as a lecturer at the American University in Cairo and as a consultant for several international industrial organizations. Soliman earned a bachelor of science in Engineering and a master's degree in Quality Management. He earned post-graduate degrees in Industrial Engineering and Engineering Management. He holds numerous certificates in management, industry, quality, and cost engineering. For most of his career, Soliman worked as a regular employee for various industrial sectors. This included crystal-glass making, fertilizers, and chemicals. He did this while educating people about the culture of continuous improvement. Soliman has lectured at Princess Noura University and trained the maintenance team in Vale Oman Pelletizing Company. He has been lecturing at The American University in Cairo for 8 years and has designed and delivered 40 leadership and technical skills enhancement training modules. Soliman is a member at the Institute of Industrial and Systems Engineers and a member with the Society for Engineering and Management Systems. He has published several articles in peer reviewed academic journals and magazines. His writings on lean manufacturing, leadership, productivity, and business appear in Industrial Engineers, Lean Thinking, Industrial Management, and Sage Publications. Soliman's blog is www.personal-lean.org.