Management of Systems
How to Follow the Path of Deming and Toyota
This book describes a novel approach for transforming the management of a company to the type championed by Edward Deming and Toyota. The book guides company leaders through all the steps of the transformation: it shows how to start the transformation, what methods should be used and what methods should be avoided. The book also illustrates the deficiencies of some generally accepted formats of consulting.
The required depth of the transformation and the necessity, from the very beginning, to act in accordance with the basic principles of Deming's management, in particular the rejection of the idea of punishment, distinguishes the proposed format from ordinary consulting methods. This holistic nature of this approach, unlike that of some particular and narrow-pointed techniques such as Kanban, quality system, Lean manufacturing, Six Sigma, TOC and many others, results in a transformation of the ENTIRE management system of the company.
The book also discusses the results of application of these ideas to projects carried out in several large companies of various sizes and in various business industries and analyzes the feedback and responses of the CEOs and the owners of those companies.
REVIEWS and WORDS OF PRAISE
The work of G.N. Fidelman is undeniably very interesting, useful and extremely timely.
V.N. Matveev, the owner of the AKNAR group
The most important thing is to be aware that after the launch of the program of improvements there will be no way to return. This method, the philosophy, and the work style can bring your company to a level that is extremely difficult to reach using standard, conservative management methods. And that, it seems to me, is the strongest motivator for any leader and .... a challenge as well.
A.Yu. Lupandin, the majority owner and CEO of TTG, advertising and production business
For the leader, the main thing is to decide to embark on a path of the integrated management of the system and of the management of continuous improvements that that system begins to create. In my opinion, this book helps to take that step consciously in order to avoid the number of unnecessary mistakes. And avoiding the mistakes means reducing the loss of the time and the expenses.
D.E.Paltsev, General Director of JSC, Machine-Building Plant VPERYOD
Based on the example of the insurance company TIT, you can see that this management system works extremely well. It allows you to successfully develop the company’s business, creates a healthy team psychological climate, unites the interests of employees, top managers, and the owners in order to achieve the common goals, and brings to everyone not only the money but also the pleasure of the work done.
I.E. Chaus, majority owner of the insurance company TIT
The book of G. Fidelman that I have recently read with great interest is very important for representatives of the former eastern side and for specialists all over the world. It tackles a number of root problems of transfer from repressive management to humanistic. Although this is not the first time, but already based on personal understanding during management transformation as well as many years of practical application in a number of companies the author demonstrates huge opportunities of such transformations. It is important that the book presents and approves the fact that such transformation require a special approach to help top manager – partnership approach, 24/7 during the whole starting stage of creation of new management system. The book is interesting and has a lot of convincing examples. I would recommend this book for all who are interested in business improvement based on transformation of companies, where they are managers of management systems.
V. Lapidus, General Director LLC "Centr" Prioritet", Doctor of technical sciences, Academician of International Academy of Quality(IAQ), President of International Guild of Quality Professionals, Academician of Russsian Academy of Quality Problems
About the Author
Gregory Fidelman is the founder of the Moscow Reinsurance Company, the first project in the field of alternative management in the insurance sector (entering the international market, growing the business to 70 times its original size in 7.5 years, recognized as the best reinsurance company in the CIS). Previously, was a lecturer at the State University of Management and the Academy of National Economy under the President of the Russian Federation on MBA-executive programs; editor in Chief of Strategic Management magazine in 2014-15; Vice-President of the All-Russian Insurers Union (ARIA) from 1996 to 2006; member of its presidium, was the permanent chairman of the ARIA Reinsurance Committee; a member of the Expert Council on Insurance at the State Duma of the Russian Federation; and member of the General Council of Business Russia from 2006 to 2011.