Lean culture : collected practices and cases.
The hard part of implementing a lean transformation, according to most experts, is dealing with the "soft" issues, such as culture change. Getting employees to live and breathe lean -- actively supporting and buying into lean concepts and philosophy, always searching for ways to eliminate...
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Full Text (via Skillsoft) |
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| Format: | Electronic eBook |
| Language: | English |
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New York, N.Y. :
Productivity Press,
©2005.
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| Series: | Insights on implementation.
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| Subjects: |
MARC
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| 245 | 0 | 0 | |a Lean culture : |b collected practices and cases. |
| 260 | |a New York, N.Y. : |b Productivity Press, |c ©2005. | ||
| 300 | |a 1 online resource (viii, 151 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
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| 490 | 1 | |a Insights on implementation | |
| 545 | 0 | |a Productivity Press Development Team. | |
| 500 | |a Includes index. | ||
| 505 | 0 | |a Part, Part -- Building Support -- Chapter Introduction -- Chapter 1 way to build that belief is to have an active suggestion pro- -- Chapter Aggressive Management Builds a New Hartz Mountain Culture -- Chapter Substance Along With Style -- Chapter Lean and Agile, Plus SOMO -- Chapter The Ways to Win Hearts Minds -- Chapter The company's lean initiatives got under way in 1998, and the ben- -- Chapter Creating a New Culture Is Company's First Priority -- Chapter Tips for Molding a Kaizen Culture -- Chapter Action Teams are launched by supervisors when a key measure-The team consists -- Chapter Roundtable Discussions: Discussion groups generally consist of six -- Chapter Training Within Industry (1WI) a course that teaches supervisors -- Chapter 5 Employees Offer Suggestions When a Process Is in Place -- Chapter A Broad-Based Transformation -- Chapter TAKEAWAYS -- Chapter Approach Is Key in Attempt Make a Union a Partner -- Chapter How to Get Started -- Chapter The Really Tough Part: Selling Lean to the CEO -- Chapter 3 Things Every CEO Should Do -- Chapter 8 -- Chapter TAKEAWAYS -- Chapter t" t" Staff Development -- Chapter Once you have lean leaders on board, you want to do everything possible to help them succeed. -- Chapter 13 presents some tips on how to do that; you read here about 10 areas where supervisors -- Chapter 9 Plan to Increase Your Skills Inventory -- Chapter Acquiring and Building Expertise -- Chapter The sensei will provide the initial impetus and strategic direction The internal lean experts will make sure the new -- Chapter 11 Plan Your Search Carefully -- Get the Right Lean Leader -- Chapter Improving Hiring Processes Saves Both Time and Money -- Chapter 10 Critical Areas Where Supervisors Need Help With Culture Change -- Your -- Chapter 1 Mini-business Manager -- Chapter supervisors and shop-floor people. Find out what's going on. It's much easier to not do this. We'll find all kinds of reasons not to d h. -- Chapter 14 Structured Program Builds Skills of Team Leaders -- Chapter The list is longer for Team Leader 3 and -- Chapter 15 Want a High-Level Job Here? Better Learn Lean First -- Chapter TAKEAWAYS -- Chapter 16 Plastics Firm's Lean Team Is Its Source of New Talent -- part, Part -- Sustaining Change -- Chapter 17 An Assessment Tool Tells You Whether Your Culture Is Lean -- Chapter The answers range from -- Chapter tions you generate will be highly positive, as opposed to largely negative.\ -- Chapter 18 Nine Steps for Getting TPM Buy-In From Varied Groups -- Chapter 19 Frequent Feedback Fosters Changes Company Culture -- Chapter A Good Day of Production Begins With a Good Meeting -- Chapter Compensation Helps Lean Pay Off -- Chapter Incentives Should Be Based Outcomes, Not Activities -- Chapter Where Acountability Matters -- Chapter 23 Satisfaction Yields Improved Results -- Chapter 24 Integrate Your Improvement Methods If You Want Your Initiatives to Last -- Chapter A Dedicated Parent -- Chapter Citations -- 2002- | |
| 520 | 3 | |a The hard part of implementing a lean transformation, according to most experts, is dealing with the "soft" issues, such as culture change. Getting employees to live and breathe lean -- actively supporting and buying into lean concepts and philosophy, always searching for ways to eliminate waste, and continuously improving processes and providing greater value for customers -- is the real challenge when building and sustaining a lean culture. Lean Culture: Collected Practices and Cases provides a variety of case studies taken from articles previously published in Lean Manufacturer Advisor: the monthly newsletter by Productivity Press. All focus on cultural issues, ranging from the role of top management, to training and development of workers and managers, to building buy-in and to sustaining the culture. Highlights include: Practical, in-depth descriptions of cultural issues in a lean transformation, written in a conversational, easy-to-read style. Many case studies unavailable from any other single source. Articles categorized by specific area - all desired information is easily located. Real-world information about culture change collected in one handy book | |
| 545 | 0 | |a Productivity Press Development Team | |
| 650 | 0 | |a Organizational effectiveness. | |
| 650 | 0 | |a Organizational change. | |
| 650 | 0 | |a Corporate culture. | |
| 650 | 7 | |a Corporate culture |2 fast | |
| 650 | 7 | |a Organizational change |2 fast | |
| 650 | 7 | |a Organizational effectiveness |2 fast | |
| 710 | 2 | |a Productivity Press. | |
| 776 | 0 | 8 | |i Print version: |a Productivity Press Development Team, Productivity Press. |t Lean Culture : Collected Practices and Cases. |d Milton : Productivity Press, ©2005 |z 9781138438477 |
| 830 | 0 | |a Insights on implementation. | |
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