000			01437nam a22001337a 4500
999			_c532720 _d532720
008			260226b ||||| |||| 00| 0 eng d
100			_aWilson, H. James and Daugherty, Paul R. _959652
245			_aThe secret to successful AI-driven process redesign: Strong leaders put business transformation in the hands of all employees
260			_aHarvard Business Review
300			_a103(1), Jan-Feb, 2025: p.45-51
520			_aIn the late 1940s an engineer named Taiichi Ohno began developing the Toyota Production System, basing it on the Japanese principle of kaizen, or continuous improvement. At Toyota it led to constant small enhancements, with key suggestions coming from employees at all levels in manufacturing. Rather than revolutionizing its industry through bold, innovative, and risky endeavors, Toyota chose incremental but relentless improvement. Today it’s the world’s largest automaker, and the Toyota Production System continues to be a model of how to manage processes across an enterprise. Some notable concepts that emerged with it have enjoyed a long afterlife: worker empowerment, a focus on perpetual cost reduction, total quality management, just-in-time manufacturing, root-cause analysis, data-driven processes, and automation with a human touch (jidoka).- Reproduced https://hbr.org/2025/01/the-secret-to-successful-ai-driven-process-redesign
773			_aHarvard Business Review
942			_cAR