CHAPTER 9
BUILDING THE LEARNING ORGANIZATION
There was no manual and we could find out what would happen only by trying. Tension increased daily as we tried and corrected, and then tried and corrected again.
—Taiichi Ohno, describing the development of the kanban system at Toyota
One of the casualties of North America’s industrial decline during the 1970s was the reliable business forecast. Demand was no longer behaving as planners expected, and during the ensuing years, globalization, rapidly evolving technology, and environmental constraints accelerated this trend of uncertainty, turning formerly stable markets into moving targets. Phrases ...
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