In 1991, i left dannah and became president of another local company, line model. I have rightly invited the new technical advisory firm to accompany me. In 1996, mr. Masakai came to me again, and this time he wrote the case of line model, a chapter in his new book. We met many times during that year, when mr. Shinyumi today became a true leader in the worldwide movement for excellence through the global advisory group for improvement that he created. He clearly understood that the benefits were strategic, not just manufacturing methods, and could be applied to any industry. We have discussed why it is so difficult for most business leaders to understand this and to really implement the benefits. Unfortunately, there is no simple answer to this question, because there is a fundamental fact — that most people are unwilling to change, and that the implementation of benefits means large-scale change (almost all jobs need to change), if you want real success! This book addresses this issue further. First, it sets out in a very simple way the ideas and tools of excellence and tells senior managers of enterprises not only to understand them but also to be able to try without fear. More importantly, however, mr. Akashii has articulated the concept of merit as a strategic layer applicable to any industry. In the many non-manufacturing company cases he cited, it would be more helpful to present that point by describing the significant results of excellence. Each leader, regardless of his or her type of organization, should read the book and follow its guidance。
