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Lean misconceptions : why many lean initiatives fail and how you can avoid the mistakes / Cordell Hensley.

By: Material type: TextTextPublisher: Boca Raton, FL : CRC Press, Taylor & Francis Group, 2018Copyright date: ©2018Description: 1 online resource (xi, 163 pages) : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781315116907
  • 1315116901
  • 9781138400153
  • 1138400157
Subject(s): Additional physical formats: Print version:: Lean misconceptions : why many lean initiatives fail and how you can avoid the mistakes.DDC classification:
  • 670 23
LOC classification:
  • TS155 .H385 2018eb
Online resources:
Contents:
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.
Summary: 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.
Holdings
Item type Current library Collection Call number Status Date due Barcode Item holds
eBook eBook e-Library EBSCO Business Available
Total holds: 0

"A Productivity Press book"--Title page.

Includes bibliographical references (pages 155-157) and index.

Print version record.

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.

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.

WorldCat record variable field(s) change: 050

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