Robin Cooper - When Lean Enterprises Collide: Competing Through Confrontation
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When Lean Enterprises Collide: Competing Through Confrontation
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When Lean Enterprises Collide presents a new theory of competition for manufacturers racing to create the most innovative product at the lowest prices. The author shows that the key to success in this environment is the integrative management of cost, quality, and functionality. Robin Cooper describes eight innovative and aggressive cost management techniques, including target costing and value engineering.
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When Lean Enterprises Collide : Competing Through Confrontation
author
:
Cooper, Robin.
publisher
:
Harvard Business School Press
isbn10 | asin
:
0875845401
print isbn13
:
9780875845401
ebook isbn13
:
9780585056531
language
:
English
subject
Costs, Industrial--Japan--Case studies, Manufacturing industries--Japan--Costs, Production management--Japan, Cost control--Japan, Competition--Japan.
publication date
:
1995
lcc
:
HD47.C638 1995eb
ddc
:
338.0952
subject
:
Costs, Industrial--Japan--Case studies, Manufacturing industries--Japan--Costs, Production management--Japan, Cost control--Japan, Competition--Japan.
Page iii
When Lean Enterprises Collide
Competing through Confrontation
Robin Cooper
Harvard Business School Press Boston, Massachusetts
Page iv
Copyright 1995 by the President and Fellows of Harvard College All rights reserved Printed in the United States of America 99 98 975 4 3
LIBRARY OF CONGRESS CATALOGING-IN-PUBLICATION DATA Cooper, Robin, 1951 When lean enterprises collide : competing through confrontation / Robin Cooper.
p. cm. Includes index. ISBN 0-87584-571-1 1. Costs, IndustrialJapanCase studies.2. Japan ManufacturesCosts.3. Production managementJapan.4. Cost controlJapan.5. CompetitionJapan.I. Title. HD47.C638 1995 338.0952dc2094-47474 CIP
The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984.
Page v
To my best friend, Helen Mayers Cooper
Page vi
Competition is eternal. There is no such thing as winning. There is no end to the game. Even if you compete and win today, you must compete and win tomorrow. Kuniyasu Sakai, Chairman Taiyo Kogyo
Page vii
CONTENTS
Preface
ix
Acknowledgments
xiii
Part One: Competing under Confrontation
2
Chapter 1: Confrontation Strategy
9
Chapter 2: Why Japanese Firms Adopted Confrontation Strategy
35
Chapter 3: Product Planning and Strategy under Confrontation
49
Chapter 4: Confrontational Competition
69
Part Two: Setting the Stage
86
Chapter 5: The Role of Cost Management
89
Chapter 6: Creating the Right Organizational Context
111
Part Three: Managing the Costs of Future Products
130
Chapter 7: Target Costing
135
Chapter 8: Value Engineering
165
Chapter 9: Interorganizational Cost Management Systems
185
Part Four: Managing the Costs of Existing Products
206
Chapter 10: Product Costing
209
Chapter 11: Kaizen Costing
239
Chapter 12: Operational Control
255
Part Five: Harnessing the Entrepreneurial Spirit through Microprofit Centers
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