The Second Toyota Paradox: How Delaying Decisions Can Make Better Cars Faster
研究了丰田看似低效的开发流程，揭示其通过延迟决策、并行探索多种设计方案（即基于集合的并行工程）来更快、更省地造出好车，对产品开发管理者有启发。
Although on the surface, toyota's development process seems extraordinarily cumbersome, it is a model of how to make better cars more quickly and cheaply. Toyota's engineers and managers delay decisions and give suppliers partial information, while exploring numerous prototypes. The authors examine what they call set-based concurrent engineering, a method prevalent at Toyota but not at other Japanese and U.S. automakers. Toyota designers think about sets of design alternatives, rather than pursuing one alternative iteratively. They gradually narrow the sets until they come to a final solution. Through extensive research, case studies, and interviews, the authors present their argument - that this apparently inefficient system has made Toyota the fastest and most efficient developer of autos.