| Description |
1 online resource (195 pages) |
| Contents |
Cover ; Half Title ; Title Page ; Copyright Page ; Dedication ; Table of Contents ; Acknowledgments ; Author ; Introduction |
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Chapter 1: Little Big Lean Champions1.1 Super Mario Lean: How Pietro Fiorentini Became the Toyota of Italy; 1.2 Ezio's Three Donkeys: Lean Thinking for a Better World in Frandent; 1.3 Enrico's Lean Ovens: Unox Style and Technology; 1.4 The Stubborn Kata of Giorgio: Globalization, Japanese Partnership, and Lean Thinking at Spesso Gaskets; 1.5 Francesco's Cold Fusion: Making Carel Grow with Lean Thinking; 1.6 The Brovedani Lean System: Becoming the Change We Want to See; 1.7 Transforming Small and Medium Enterprises; Chapter 2: Understanding the Italian Context; 2.1 Sensei Luciano |
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2.2 Lean Thinking and Italy2.2.1 Focusing on SMEs; 2.2.2 The Wisdom of Eng. Alberto; 2.3 A Short History of the Italian Lean Movement; 2.3.1 From Total Quality Management to Lean Thinking; 2.3.2 The First Phase of Development: Quality Circles; 2.3.3 The Second Phase of Development: The Fiat Case; 2.3.4 In the Wake of Fiat; 2.3.5 The Third Phase of Development: Lean Thinking Meets SMEs; 2.4 Giovanni's Tires; 2.5 Understanding the Context of Lean Transformations; Chapter 3: How to Transform SMEs; 3.1 The Lean Transformation Framework; 3.2 Choosing the Strategic Problem to Be Solved |
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3.2.1 A Matter of Strategy3.2.2 A Matter of Innovation; 3.3 Improving the Work; 3.3.1 Value Stream Mapping and Improvement; 3.3.2 Pursuing Just-in-Time via Flow and Level Pull; 3.3.2.1 Pull as a Horizontal Coordination Principle of Physical and Information Flows; 3.3.2.2 Combat Waste by Eliminating Variability; 3.4 Developing Capabilities; 3.4.1 Growing People through Problem Solving; 3.4.2 A3: Develop Others through Structured Problem Solving and Management without Authority; 3.4.2.1 A3 as a Problem-Solving Tool and Methodology |
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3.4.2.2 A3 as Management Decision-Making Based on Taking Responsibility3.4.2.3 A3 as Learning Process and People Development Tool; 3.4.3 Ante Litteram: TWI in Italy; 3.5 Driving the Transformation: Lean Leadership and Management System; 3.5.1 What Does Top Management Commitment Really Mean?; 3.5.2 Building a Management System: Management Standard Work and Gemba Walks; Chapter 4: The Transformation Paths of Italian SMEs; 4.1 The Italian Way to Lean Thinking; 4.2 Lean Thinking and the Specificities of Italian SMEs; 4.2.1 Small Size; 4.2.2 Agglomeration in Local Industrial Clusters |
| Notes |
4.2.3 Production Specialization in Low-Tech Industries |
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Print version record |
| Subject |
Small business -- Italy -- Case studies
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Organizational change -- Italy -- Case studies
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Reengineering (Management) -- Italy -- Case studies
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Lean manufacturing -- Italy -- Case studies
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Lean manufacturing
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Organizational change
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Reengineering (Management)
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Small business
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Italy
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| Genre/Form |
Case studies
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| Form |
Electronic book
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| ISBN |
9781315397818 |
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1315397811 |
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