Amoeba Management: The Dynamic Management System for Rapid Market Response (Hardcover)

AMOEBA MANAGEMENT Each Employee Will Take an Active Role in Their Own Respective UnitThe Origins of Amoeba Management A Company Started with Seven Colleagues Establishing a Management Rationale Grow an Organization by Dividing It into Small Groups The Three Objectives of Amoeba ManagementEstablishing a Market-Oriented Divisional Accounting System Current Figures Are Needed?Not Past Statistics The Basis for Making Decisions: "Do What Is Right as a Human Being" "Maximize Revenues and Minimize Expenses" Creating Divisional Accounting Systems Based on Truths and Principles Direct Transmission of Market Movements Followed by Immediate ResponsesDeveloping Leaders with Managerial Awareness Colleagues as Business PartnersAchieving "Management by All" Dissolving Labor?Management Confrontations with the Extended-Family Principle for Management Sharing Our Management Rationale and Company Information Enhances the Managerial Awareness of Employees"Management by All" Gives All Employees a Sense of Achievement Business Philosophy Is Crucial for ManagementDivide into Smaller Managerial Units Three Requirements for Dividing an Organization into Amoebas Continual Review of the OrganizationDetermining Inter-Amoeba Prices A Fair JudgmentLeaders Must: Management Philosophy Conflicts of Interest Destroy Morale and Profits throughout the Company Leaders Must Be Impartial Umpires "Do Not Lie," "Do Not Cheat," and "Be Honest" Embodying the Philosophy in Management Place Highly Capable Leaders Performance-Based Pay System and Human Psychology Turn All Operations into Businesses That Cannot Be Imitated How to Organize AmoebasSubdivide the Organization and Clarify Each Function Functional Needs Are a Prerequisite for Forming Departments Each Member of the Organization Should Have a Sense of Mission The Subdivision of the Organization Must Satisfy These Three Conditions Form Amoebas Where Overall Operations Are Apparent to Leaders Assign Inexperienced People as Leaders and Train Them Organizational Subdivisions Expand BusinessA Flexible Organization Adapts to Markets Establish an Organization That Is Well Prepared for Action The Leader Is the Manager of the Amoeba Management Rational Is Crucial for Autonomous OrganizationBusiness Systems Administration Supports Amoeba Management Role 1: Creating the Necessary Infrastructure for the Proper Functioning of Amoeba Management Role 2: Accurate, Timely Feedback of Management Information Role 3: Sound Management of Company Assets The Hourly Efficiency System: Focus on the Work FloorEnhance All Employees’ Profitability Awareness: The Rationale behind Unit-Specific Accounting Use "Maximize Revenues and Minimize Expenses" to Simply Grasp Operations A Management Accounting Method Suitable for Work Floors The Difference between the Standard Cost Accounting Method and the Amoeba Management System The Amoeba Form Becomes Visible Amoeba Power Based on the Bonds of Human MindsCreativity Comes from the Hourly Efficiency Report Profit Management by Amoebas Both Sales and Manufacturing Divisions Are Profit Centers Always Express Targets and Results in Monetary Terms Timely Awareness of Unit Profitability Increasing Awareness of Time Management Unifying Operations Management with the Hourly Efficiency ReportFundamental Management Rules Based on Kyocera Accounting Principles The Principle of One-to-One Correspondence The Principle of Double-Checking Work The Principle of Perfectionism The Principle of Muscular Management The Principle of Profitability Improvement The Principle of Cash-Basis Management The Principle of Transparent ManagementKey Points of Performance Control Hourly Efficiency Reports Should Accurately Reflect Activity Results According to the Functions of Amoeba Units Hourly Efficiency Reports Should Be Fair, Impartial, and Simple The Flow of Business Should Be Presented as Results and BalancesThe Concept of Revenue Linking with Market Price: Three Methods to Recognize the Revenue of Amoebas The Custom-Order Method Adopting the Sales Commission Method The Flow of Figures Shows Market MovementsThe Stock Sales Business Method No Transaction at Cost Sales Is Responsible for Inventory Management Minimize Sales ExpensesInternal Sales and Purchases Sales Department Commissions Review Profitability of Each Item Market Dynamism Is Formed In-HouseThe Concept of Expenses: Correctly Perceive Reality and Control Expenses in Detail Recognize Expenses at the Time of Purchase The Beneficiary Principle of Expenses Handling Labor Costs Subdivision of ExpensesThe Concept of Time Focus on Total Working Hours: Bring a Sense of Urgency and Speedy Action into the Workplace Fire Up Your EmployeesGenerate Profit with Your Own Will: Practicing Profit Management The Fiscal-Year Master Plan Aligning Our Mental Vectors by Setting Goals Monthly Profit Management Monthly Planning Based on the Annual Plan Overall Verification of Running Totals Sharing Goals within Amoebas All Members Need an Understanding of Day-to-Day Progress Execute Plans with a Powerful Desire to See Their CompletionManagement Philosophy That Supports Amoeba Management Pricing Is Management Synchronizing Pricing and Cost Reduction A Leader’s Sense of Mission Is Essential in Adapting to Market Changes Project Our Abilities into the Future Running Long-Lasting Operations Achieving Strong Cooperation between Sales and Production Always Be Creative in Your Work Set Specific Goals Strengthening Each Amoeba Sustaining an Awareness of the Entire Company Leaders Should Take Initiative Rather Than Entrust Everything to the Work FloorCultivating Leaders The Ultimate System to Elevate Managerial Awareness Meetings Are Opportunities for Educational Guidance Set High Targets and Live Each Day with Full Effort Shared Awareness of the Significance of Decision-Making Criteria QUESTIONS AND ANSWERS FOR MANAGEMENT Q&A Case Studies from Seiwajyuku SeminarsAfterwordIndex