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Lean misconceptions : why many lean initiatives fail and how you can avoid the mistakes /
It has been reported that about 70% of initiatives fail to achieve desired results. The cause is an unrealistic expectation regarding effort and results and a focus on short-term improvements over long-term capability building. Too many consultants and organisations focus on the tools and the result...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Boca Raton, FL :
CRC Press, Taylor & Francis Group,
2018.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Hensley, Cordell, |e author. | |
| 245 | 1 | 0 | |a Lean misconceptions : |b why many lean initiatives fail and how you can avoid the mistakes / |c Cordell Hensley. |
| 264 | 1 | |a Boca Raton, FL : |b CRC Press, Taylor & Francis Group, |c 2018. | |
| 264 | 4 | |c ©2018 | |
| 300 | |a 1 online resource (xi, 163 pages) : |b illustrations | ||
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| 500 | |a "A Productivity Press book"--Title page. | ||
| 504 | |a Includes bibliographical references (pages 155-157) and index. | ||
| 588 | 0 | |a Print version record. | |
| 520 | |a It has been reported that about 70% of initiatives fail to achieve desired results. The cause is an unrealistic expectation regarding effort and results and a focus on short-term improvements over long-term capability building. Too many consultants and organisations focus on the tools and the results they can achieve without considering the long-term implications. Success relies on focusing both short-term gains and long-term culture change - using the tools as the mechanism for change versus the objective of the change. Section 1 is about continuous improvement -- why companies do it, the various methods and where they came from, and why they are all too focused on production performance versus organizational capability. Section 2 is about the tools and how they support the underlying principles necessary to achieve long-term capability change/building. The final section is a summary of what readers should do with the new knowledge gained from reading the book - not a checklist or a recipe for success but a call to action to challenge their thinking on Lean, on performance/continuous improvement and to challenge each other, their peers, seniors, subordinates to focus on what matters. | ||
| 505 | 0 | |a Preface -- Section I: Misconceptions, where they come from, and how to overcome them -- 1. Misconceptions -- 2. Why and how do companies start doing continuous improvement (ci) activities? -- 3. Where should we focus -- 4. A brief history of lean -- 5. Dynamic organizations -- 6. The principles within lean -- Section II: How the tools support the learning process; 7. Making problems obvious -- 8. Solving problems -- 9. Sharing new knowledge -- 10. Show: the importance of coaching and developing your people -- 11. -- What next? -- Appendix -- Bibliography. | |
| 590 | |a eBooks on EBSCOhost |b EBSCO eBook Subscription Academic Collection - Worldwide | ||
| 650 | 0 | |a Lean manufacturing. | |
| 650 | 6 | |a Production allégée. | |
| 650 | 7 | |a TECHNOLOGY & ENGINEERING |x Industrial Engineering. |2 bisacsh | |
| 650 | 7 | |a TECHNOLOGY & ENGINEERING |x Industrial Technology. |2 bisacsh | |
| 650 | 7 | |a TECHNOLOGY & ENGINEERING |x Manufacturing. |2 bisacsh | |
| 650 | 7 | |a TECHNOLOGY & ENGINEERING |x Technical & Manufacturing Industries & Trades. |2 bisacsh | |
| 650 | 7 | |a Lean manufacturing |2 fast | |
| 776 | 0 | 8 | |i Print version: |a Hensley, Cordell. |t Lean misconceptions : why many lean initiatives fail and how you can avoid the mistakes. |d Boca Raton, FL : CRC Press, Taylor & Francis Group, [2018] |z 9781138217454 |w (DLC) 2016055793 |w (OCoLC)982448352 |
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