Document14.docx(1) Running head: IMPROVMENTS IN THE MANUFACTURING INDUSTRY 1 VERSUS HEALTH CARE INDUSTRY Improvements in the Manufacturing Industry Versus Health Care Industry Canyon Unive
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Document14.docx(1) Running head: IMPROVMENTS IN THE MANUFACTURING INDUSTRY 1 VERSUS HEALTH CARE INDUSTRY Improvements in the Manufacturing Industry Versus Health Care Industry Canyon University Manufacturing Industry vs. Health Care Industry In 1957 Toyota Motor Corporation began working in the automobile market they continued to improve their ways to create the best vehicle. The Toyota management practice used contradictions, opposites, and paradoxes in the organization to become successful. The company moves in a slow past but with big leaps while being budget friendly never going overboard but never being cheap either. Communication is key with this company while following a three-step process in their business management of successfulness such as embracing contradictions, developing routines to resolve the contradictions and involve all employees and stockholders in decisions making. By going outside the ordinary and tackling challenges to achieve higher performance. Toyota learns to teach their employees to tackle problems head on to harness the power of contradictions. They are open to ideas and contradictions making communication open for all the management. “Making sense of all the contradictions, opposites, and paradoxes became central to our investigation as a larger pattern of expansion and integration began to emerge.†(Osono, E 2008) Toyota is based off the Lean management approach it is a philosop. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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