| Description |
1 online resource (xx, 109 pages) : illustrations |
| Contents |
Chapter 1: Why Companies Have Flatlined -- Lean Is Used as a Short-Term, Tactical Tool -- The Lean Initiative Isn't Connected to the Broader Strategy -- Functions Are Optimized for Lean, but the Enterprise Isn't -- Leadership Is Either Hands-off of Lean or Reluctant to Revisit Its Basics -- Chapter 2: The Solution in Five Steps -- Shift Your Lean Mindset for Sustainable Results -- Default to the Basics -- Align Your Lean Transformation with Strategy -- Make Lean an Enterprise Endeavor -- Use Lean Principles to Evolve Your Company's Culture -- Chapter 3: Step 1: Shift the Lean Mindset for Sustainable Results -- The Lean Trilogy -- The We're Different Mentality -- Lean as a Growth Vehicle -- The Six Sigma Hysteria -- Chapter 4: Step 2: Default to the Basics -- Heijunka Level Scheduling -- Standard Work -- Kaizen -- Just in Time -- Jidoka -- The SQDC Hierarchy -- Relate Back to Real Life -- Chapter 5: Step 3: Align Your Lean Transformation with Strategy -- The Strategy Deployment Process -- Benchmarking World Class -- Identifying Breakthrough -- Chapter 6: Step 4: Make Lean an Enterprise Endeavor -- Enterprise Kaizen vs. Point Kaizen -- Value Stream Management -- Mura, Muri, and Muda -- Lean Accounting -- Chapter 7: Step 5: Use Lean Principles to Evolve Your Company's Culture -- Define Leadership's Role -- Deal with Naysayers -- Develop a Healthy Dissatisfaction with the Status Quo -- Delegate Problem-Solving -- Chapter 8: Conclusion -- No Silver Bullets -- Be Lean -- Don't Do Lean -- Call to Leadership -- Addendum: What You Must Have in Place for Your Lean Transformation -- What You Should Look for in a Lean Coach or Consultant |
| Summary |
"With 30 years of driving Lean transformations under his belt-both in-house at Danaher and as the founder of Lean Horizons-Mark DeLuzio has a vantage point across a variety of industries. He often hears the challenges Lean leaders face now that they've been implementing Lean for a decade or more. They are concerned that they aren't getting the results they used to, and they don't know why. Most leaders believe their problems are unique to their company, but Mark sees more commonalities than differences. This book draws on the author's experience as the original pioneer of the most successful Lean business system next to Toyota, as well as his progress over the past eighteen years in helping companies replicate what Danaher achieved. Mark knows you need an actionable approach to make rapid shifts, not theory"-- Provided by publisher |
| Notes |
"A Productivity Press book" -- Title page |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Description based on online resource; title from digital title page (viewed on June 03, 2020) |
| Subject |
Organizational effectiveness.
|
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Organizational change.
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Cost control -- Management
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Quality control -- Management
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BUSINESS & ECONOMICS -- Management.
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BUSINESS & ECONOMICS -- Management Science.
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BUSINESS & ECONOMICS -- Quality Control.
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Organizational change
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Organizational effectiveness
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Quality control -- Management
|
| Form |
Electronic book
|
| LC no. |
2019052628 |
| ISBN |
9780429284342 |
|
0429284349 |
|
9781000044096 |
|
1000044092 |
|
9781000044119 |
|
1000044114 |
|
9781000044133 |
|
1000044130 |
|
