Drawbacks[ edit ] Amoeba is too focused on its own profitability, thus making it easy to pursue the interests of the amoeba over those of the company as a whole.
It is calculated in each amoeba with the goal being to identify and maximize profitability per hour. Profit is measured using this simple formula: The aim is to target plans into action, and create a system of metrics which can lead to increased efficiency working hours.
This philosophy, coupled with a simple and precise micro-divisional management and accounting system that enables the distribution of leadership and management responsibility into small self-supporting units called amoebas, can help organizations achieve a high degree of flexibility and market-sensitivity.
Advantages[ edit ] The number of members of an Amoeba is small, so the results appear immediately, thus it is easy to give personnel a sense of ownership. At the heart of this innovative management system is a business philosophy based on doing the right thing as a human being and the leadership potential of all employees.
Even companies with stagnating profitability will be able to transform themselves into high-profit enterprises using the methods described in this book. Author s Bio Summary Especially effective in dynamic and highly competitive environments, the Amoeba Management System has received attention from the Harvard Business Review and has already been successfully adopted at more than companies around the world.
Explaining the management philosophy and principles, it unveils fresh and pragmatic insights on how to foster a culture of leadership and responsibility in your organization.
Amoeba profit is usually calculated on a monthly or annual basis.
Summary[ edit ] Amoebas are in general groups of 5 to 50 people, composed of personnel in a company, with a clearly defined purpose of making profit for itself. It takes time to calculate the "profit per hour. Amoebas keep changing from time to time, and the roles inside an amoeba are changed as well.
Facilitating the understanding required to divide your organization into small units with self-supporting accounting, this book supplies the tools to achieve a system of management by all whereby all amoeba members focus their strengths on accomplishing common goals.
It is easy to develop and identify leaders with management skills using the amoebas. It provides a means for making the concept of "value-added" truly operational for every employee and describes the features and use of the Hourly Efficiency Report, the primary mechanism used to control profits.
Kazuo Inamori, director and chairman emeritus of Japan Airlines, founder and chairman emeritus of Kyocera Corporation, and honorary adviser of KDDI Corporation, delves into decades of experience creating and implementing this system to supply you with invaluable operational guidance on how to monitor and manage every aspect of your company.
The Dynamic Management System for Rapid Market Response provides a comprehensive introduction to this unique and time-tested method of management control and accounting. Since the profitability metrics of an amoeba are unified, it is easy to weed out the competition between amoebas.Kyocera Corp.: The Amoeba Management System.
MENU. SUGGESTED TOPICS; Subscribe Hi, Guest. Sign In Register. Items added to cart. Describes Kyocera's unusual approach to profit centers. The. Amoeba is a Management System designed by the creator and the current Kyocera honorary chairman, Kazuo mi-centre.com management system was established in Kyocera and DDI (now KDDI.
Amoeba Management: The Dynamic Management System for Rapid Market Response [Kazuo Inamori] on mi-centre.com *FREE* shipping on qualifying offers. Especially effective in dynamic and highly competitive environments, the Amoeba Management System has received attention from the Harvard Business Review and has already /5(4).
What can executives learn from Kyocera’s amoeba management system? Findings Each “amoeba” unit is expected to operate independently and to develop its own ways of working with other amoebas to achieve profitable growth.
Describes Kyocera's unusual approach to profit centers. The firm's basic units of operation are profit centers called "amoebas," which are sales or manufacturing units with full responsibility for their planning, decision making, and administration. Amoebas are expected to find ways to improve production and lower costs, reflecting the belief of.
We also strive to create new value by organically mobilizing the technological capabilities and management resources within the Kyocera Group, using our Kyocera Philosophy, our Amoeba Management System, and our belief in managing through a .Download