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Leading the Lean Enterprise Transformation, Second Edition
| Leading the Lean Enterprise Transformation, Second Edition |
| Autore | Koenigsaecker George |
| Edizione | [Second edition.] |
| Pubbl/distr/stampa | London : , : Taylor and Francis, , 2016 |
| Descrizione fisica | 1 online resource (261 pages) : illustrations |
| Disciplina | 658.4/013 |
| Soggetto topico |
Total quality management
Industrial efficiency Industrial productivity |
| Soggetto genere / forma | Electronic books. |
| ISBN |
0-429-24859-8
1-4398-5987-6 1-4398-5988-4 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | My Journey of Lean Learning: Eleven Corporate Transformations -- Deere and 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. |
| Record Nr. | UNINA-9910463846103321 |
Koenigsaecker George
|
||
| London : , : Taylor and Francis, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Leading the Lean Enterprise Transformation, Second Edition
| Leading the Lean Enterprise Transformation, Second Edition |
| Autore | Koenigsaecker George |
| Edizione | [Second edition.] |
| Pubbl/distr/stampa | London : , : Taylor and Francis, , 2016 |
| Descrizione fisica | 1 online resource (261 pages) : illustrations |
| Disciplina | 658.4/013 |
| Soggetto topico |
Total quality management
Industrial efficiency Industrial productivity |
| ISBN |
1-4665-8119-0
0-429-24859-8 1-4398-5987-6 1-4398-5988-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | My Journey of Lean Learning: Eleven Corporate Transformations -- Deere and 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. |
| Record Nr. | UNINA-9910788186703321 |
|
Koenigsaecker George
|
||
| London : , : Taylor and Francis, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Leading the Lean Enterprise Transformation, Second Edition
| Leading the Lean Enterprise Transformation, Second Edition |
| Autore | Koenigsaecker George |
| Edizione | [Second edition.] |
| Pubbl/distr/stampa | London : , : Taylor and Francis, , 2016 |
| Descrizione fisica | 1 online resource (261 pages) : illustrations |
| Disciplina | 658.4/013 |
| Soggetto topico |
Total quality management
Industrial efficiency Industrial productivity |
| ISBN |
1-4665-8119-0
0-429-24859-8 1-4398-5987-6 1-4398-5988-4 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | My Journey of Lean Learning: Eleven Corporate Transformations -- Deere and 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. |
| Record Nr. | UNINA-9910817254503321 |
|
Koenigsaecker George
|
||
| London : , : Taylor and Francis, , 2016 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||