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Leading the Lean Enterprise Transformation, Second Edition

Gebonden Engels 2012 9781439859872
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Updated with new information, illustrations, and leadership tools, Leading the Lean Enterprise Transformation, Second Edition describes how the metrics used by Toyota drive every line item in a financial statement in the right direction. Rather than focus on Lean tools and principles, the new edition of this bestselling reference focuses on what may be the least understood and most critical aspect of a Lean transformation: the building of a Lean culture. In addition to new appendices with background information and insightful stories on Lean leadership and implementation, it includes new information on tactical organization practices, strategy deployment, and Lean culture.

An inductee to IndustryWeek's Hall of Fame, George Koenigsaecker illustrates successful strategies and valuable lessons learned with case histories of U.S. leaders who have been instrumental in bringing Lean to the forefront. He explains the use of value stream analysis at the leadership level and describes how to structure kaizen events that can improve the value stream. Organized in the chronological sequence that a leader embarking on a Lean journey would experience, the book discusses the methods used by the author during the Hon Company’s successful Lean conversion, which doubled productivity, tripled revenues, and led IndustryWeek to recognize Hon as one of the "World’s 100 Best Managed Firms."

The book not only introduces powerful leadership tools—including strategy deployment, transformation value stream analysis, and transformation plan of care—but also arms potential change agents with the soft skills needed to define, develop, and communicate their vision. Detailing the steps required to sustain improvements, it supplies time-tested guidance for effective leadership throughout a Lean transformation in any organization.

Specificaties

ISBN13:9781439859872
Taal:Engels
Bindwijze:gebonden
Aantal pagina's:264
Druk:2
Verschijningsdatum:26-9-2012
ISSN:

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Inhoudsopgave

My Journey of Lean Learning: Eleven Corporate Transformations
Deere & Company
Rockwell International
Jake Brake (Danaher)
HON Company
Summary

What Is Lean?
What Toyota Does
Two Pillars
Identifying and Removing Waste
A Problem-Identifying and Problem-Solving System
Six Sigma or Lean…or Both?
Summary
Notes

Measurement Can Be Easy
Understanding Financial Measures: Personal Examples
Toyota’s True North Metrics
How High Is High?
The Four True North Metrics In Detail
     Quality Improvement
     Delivery/Lead Time/Flow Improvement
     Cost/Productivity Improvement
     Human Development
Linking the True North Metrics with Financial Measures
Summary
Notes

Value Stream Analysis Provides the Improvement
Plan—And Kaizen Events Make It Happen
Taking a Walk to Create an Initial-State VSA
     Initial-State VSA and the True North Metrics
     Helping You See the Waste
Brainstorming to Create an Ideal-State Value Stream
Creating a Future-State Value Stream
     Improvement Goals
     Work Plan and Responsibilities
The Rule of 5×
A Model Value Stream
The Power of Weeklong Kaizen Events
Summary
Notes

Tactical Organizational Practices
The n/10 Rule
Designing Improvement Teams
Key Event Failure Mode
The 3 Percent Guideline
     Selecting People for the Full-Time Improvement Team
     Selecting the Leader for the Dedicated Lean Team
     The Watlow 3 Percent Experience
Administrative Teams
Redeployment
Other Lean Training
Summary

Strategic Organizational Practices
Understanding Governance
Immersion
Guiding Coalition
Communication
     Lean Simulation
     Strategy Deployment
Antibodies
Lean Year by Year
     Year One
     Year Two
     Year Three
     Year Four
Summary
Building a Lean Culture
Defining Culture
The Building Blocks of Lean/Toyota Culture
     Serve the Customer
     Seek What’s Right, Regardless
     Decide Carefully, Implement Quickly
     Candidly Admit Imperfections
     Speak Honestly and with Deep Respect
     Go See and Listen to Learn (Genchi Gembutsu)
     Deliver on Meaningful Challenges
     Be a Mentor and a Role Model
The Action Plan
     Giving Your Leadership Team Personal Experience
     Daily Improvement
     Challenging Your Team to Build Knowledge
Summary
A Final Thought
Author’s Note
Note
Appendices:
A Lean Tutorial
Building a Sustainable Lean Culture—The Watlow Way
Watlow’s Enterprise Visual Management System—Mission Control
The Origin of Simpler’s Transformation ContinuumSM
Red River Army Depot—Accelerating Lean through Leadership Immersion
A New Product Design System That Uses Lean Principles
Autoliv—Empowered to Solve Problems

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