Toyota system production meets large scale change: A synergy for sustainable improvements

Organization Development Journal

Volumn 23, Issue 2, 2005, Pages 21-28

  Rooney, Michael J ^a  

^a NONE   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33644631335     PISSN: 08896402     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Article

References (9)

1. Adams, J. D. (2003). Successful change: Paying attention to the intangibles. OD Practitioner, 35(4), 3-7.
2. nd ed.). Boston, MA: Addison-Wesley Publishing Company.
3. Beer, M., Eisenstat, R. A., & Spector, B. (1990). Why change programs don't produce change. Harvard Business Review, 59-67.
4. Cummings, T. G., & Worley, C. G. (2001). Essentials of organization development and change. Cincinnati: South-Western College Publishing.
5. Dannemiller Tyson Associates (2000). Wholescale change: Unleashing the magic in organizations. San Francisco: Berret-Koehler.
6. Devane, T., & Holman, P. (1999). The change handbook: Group methods for shaping the future. San Francisco: Berrett-Koehler Publishers Inc.
7. Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 59-67.
8. Schein, E. H. (1999). Process consultation revisited: Building the helping relationship. Reading, MA: Addison-Wesley Publishing Company Inc.
9. Spear, S. J. (1999). The Toyota Production System: An example of managing complex social/technical systems. Unpublished PhD dissertation, Graduate School of Business Administration, Harvard University, Cambridge, MA.