Leading the lean enterprise transformation
著者
書誌事項
Leading the lean enterprise transformation
(A Productivity Press book)
CRC Press, c2009
大学図書館所蔵 全1件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
At The Danaher Corporation, George Koenigsaecker led the lean transformations of both the automotive and tool groups. He also led The Hon Company's successful lean conversion, which doubled productivity and tripled revenues, leading Industry Week to recognize HON on their list of the "World's 100 Best Managed Firms." Written to help executives in determining right from wrong during a lean initiative, Leading the Lean Enterprise Transformation shows that lean is more about an approach than it is about tools. It presents the successful strategies and case histories of several key American leaders who have been instrumental in bringing lean to the forefront of various industries.
Organized in the chronological sequence that a leader embarking on a lean journey would experience, this lively work:
Describes the simple, yet powerful, True North metrics used by Toyota and describes how they drive every line item in the good direction
Explains the use of value stream analysis at the leadership level
Shows how to structure successful kaizen events that improve the value stream
Presents tactical organizational steps necessary to sustain double-digit improvements
Explores the development of a corporate assessment and review structure in support of a lean transformation
Introduces leadership tools such as strategy deployment, transformation value stream analysis, and transformation plan of care
Lastly, the book discusses what may well be the least understood and most critical aspect of a lean transformation: the building of a lean culture. That ability is what separates the tactician from the technician. While many books exist that detail all the tools needed for a lean implementation, this book explains those tools needed at the enterprise level by executives, but more importantly it provides potential change agents with the skills to define, develop, and communicate a vision. It helps cultivate the willingness to innovate and learn by doing. Such a course is not for everyone, just leaders.
目次
My
Journey of Lean Learning: Eleven Corporate Transformations
Deere & 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
Summary
Notes
Chapter
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
Outside Purchases
People
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 X
A Model Value Stream
The Power of Weeklong Kaizen Events
Summary
Notes
Tactical
Organizational Practices
The n/ Rule
Designing Improvement Teams
Key Event Failure Mode
The
Percent Guideline
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
Author's Note
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