The Contradictions that drive Toyota's success

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<rdf:Description>
<dc:creator>Takeuchi, Hirotaka</dc:creator>
<dc:creator>Osono, Emi</dc:creator>
<dc:creator>Shimizu, Norihiko</dc:creator>
<dc:date>2008-06-01</dc:date>
<dc:description xml:lang="es">Sumario: No executive needs convincing that Toyota Motor Corporation has become one of the worlds greatest companies because of the Toyota Production System (TPS). The unorthodox manufacturing system enables the Japanese giant to make the planets best automobiles at the lowest cost and to develop new products quickly. An industry of lean-manufacturing experts have extolled the virtues of TPS so often and with so much conviction that managers believe its role in Toyotas success to be one of the few enduring truths in an otherwise murky world</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/102021.do</dc:identifier>
<dc:language>spa</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Toyota</dc:subject>
<dc:subject xml:lang="es">Innovación empresarial</dc:subject>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">The Contradictions that drive Toyota's success </dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston : Impact Media Comercial S.A., 1988-. - 01/06/2008 Tomo 86 Número 6  - 2008, p. 96-104</dc:relation>
</rdf:Description>
</rdf:RDF>