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Sustain, extending improvement in the modern enterprise /

This is a work of system-think on why breakthroughs mostly don't sustain. In answer, it recalls mutual learning, by which the exceptional have defied the norms of decline since before humans could write about it. Part 1 shows the mechanics how complex adaptive systems extend order--Hayek's...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Culberson, W. Scott (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, 2018.
Edición:First edition.
Colección:Supply and operations management collection.
Temas:
Acceso en línea:Texto completo

MARC

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100 1 |a Culberson, W. Scott,  |e author. 
245 1 0 |a Sustain, extending improvement in the modern enterprise /  |c W. Scott Culberson. 
250 |a First edition. 
264 1 |a New York, New York (222 East 46th Street, New York, NY 10017) :  |b Business Expert Press,  |c 2018. 
300 |a 1 online resource (1 PDF (xxii, 206 pages)) :  |b illustrations 
336 |a text  |b txt  |2 rdacontent 
337 |a electronic  |2 isbdmedia 
338 |a online resource  |b cr  |2 rdacarrier 
490 1 |a Supply and operations management collection,  |x 2156-8200 
504 |a Includes bibliographical references (pages 189-198) and index. 
505 0 |a Part 1. The mechanics of self-organizing systems -- 1. Rule-connected -- 2. Forming an effective rule-set -- 3. Lean uses emergence to extend order -- 4. Collaboration's arsenal -- 5. Breakthrough -- 6. Ad Fontes -- Part 2. Isolate the forces of abandon-and-revert -- 7. Unsubscribing from mutuality and abstraction -- 8. Resistance to improvement -- 9. The pitfalls of scientism -- 10. The pitfalls of complexity -- Part 3. System-thinking -- consequently: behavioral routines to extend improvement -- 11. Breakthrough in how we see others -- 12. Breakthrough in how we see ourselves -- 13. Breakthrough knowing what we don't know -- 14. Leveling the cycle -- 15. Cross-line implementation -- 16. Kasparov's law -- Notes -- About the author -- Index. 
520 3 |a This is a work of system-think on why breakthroughs mostly don't sustain. In answer, it recalls mutual learning, by which the exceptional have defied the norms of decline since before humans could write about it. Part 1 shows the mechanics how complex adaptive systems extend order--Hayek's catallaxy. How lean exploits this is unpacked. Part 2 isolates popular fallacies of control that incentivize undoing. Part 3 offers countermeasures--leveled exploration and exploitation in strategy deployment, standard work, and development of employees, products, services, and methods. Lean turns paradigms and routines from holding on, to sustainably moving on. Lean is not just a factory thing. Lessons abound in nature's fractals and adaptations, admin, and history too; from the present back through World War II, the Industrial Revolution, the Reformation, to its roots in the civilizing of Antiquity. Learners mine hard lessons while knowers sadly repeat them. Great sources on catallaxy--Juran, Hayek, Popper, Kuhn, Sproul, Rother, March--have left us rich deposits of distilled experience. Sustain is a trail guide, locating pivotal insights to defy the entropy of abandon-and-revert, in any enterprise that coordinates resources, time, and treasure in the face of varying, alternative uses. 
500 |a Title from PDF title page (viewed on October 15, 2018). 
590 |a ProQuest Ebook Central  |b Ebook Central Academic Complete 
650 0 |a Industrial management. 
650 0 |a Lean manufacturing. 
650 6 |a Gestion d'entreprise. 
650 6 |a Production allégée. 
650 7 |a Industrial management  |2 fast 
650 7 |a Lean manufacturing  |2 fast 
653 |a complex adaptive systems 
653 |a emergence 
653 |a heterarchy 
653 |a lean 
653 |a learning organization 
653 |a operational excellence 
653 |a planning 
653 |a project management 
653 |a scientific method 
653 |a standard work 
653 |a strategic alignment 
653 |a sustainment 
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830 0 |a Supply and operations management collection.  |x 2156-8200 
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