Learning with lean : unleashing the potential for sustainable competitive advantage

著者

    • Zurn, James
    • Mulligan, Perry

書誌事項

Learning with lean : unleashing the potential for sustainable competitive advantage

James Zurn, Perry Mulligan

（A Productivity Press book）

CRC Press, c2014

  • : pbk

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注記

Includes bibliographical references and index

内容説明・目次

内容説明

The toughest Lean journeys are those taken in organizations that have achieved long-term success. Processes and people become fixed in their ways and exhibit a natural resistance to change. But, regardless of how well your organization is performing, unless you have a sustainable competitive advantage, you are at risk. Examining the performance gap between good organizations and great ones, Learning with Lean: Unleashing the Potential for Sustainable Competitive Advantage explains how to use Lean as a learning vehicle for achieving and sustaining a competitive advantage. Helping you better understand the current state of your organization, the book outlines a series of five simple phases for developing an architecture and implementation plan to transform your organization's performance. These five phases fit neatly into a closed-system model that has similarities to the Plan-Do-Check-Act quality model. The model is simple, easy to communicate, and easy to implement-Assess, Plan, Prepare, Do, and Learn. Supplies a brief overview of Lean tools Provides an understanding of the Voice of the Customer as a focusing engine Covers measurement and goal setting Illustrates the dynamics of organizational change Explains how to boost learning through Lean The authors guide you through the deployment of training and the implementation of new knowledge and skills around Lean. In addition, they also explain how to find and improve on the areas where waste exists so your organization can reinvent the way it learns. Effective management techniques recognize the need for balance, and this book is no different. Helping you pinpoint where those balances and dichotomies exist, it arms you with powerful techniques to manage these challenges and to transform your organization into a change-hungry Lean learning organization with a sustainable competitive advantage.

目次

What Is the Need for Change? What Is Sustainable Competitive Advantage? Applied Rate of Learning Threats Leadership Organizational Technology Disruptive Organizational and Technology Threats Overcoming Organizational Inertia External Crisis Impacts to Inertia Creating Internal Urgency with No External Crisis Recognition of the Risk of Inaction Success Builds Inertia Ignoring Risks May Stall the Organization Lean Enables a Learning Organization Organizational Learning Learning Organization Lean as a Learning Vehicle Transformation Is an Endless Journey Phases in the Transformation Journey Phase 1: Assess Phase 2: Plan Phase 3: Prepare Phase 4: Do Phase 5: Learn Measuring Impact and Rate of Learning Change-Hungry Organization Maturity Levels Communicating to the Organization Expanded Need for Different Types of Communication Dichotomy of Conversation Audience-Based Porpoising Key Messages in This Chapter Challenge Actions Change Starts with Knowing What You Have Assessments Build Stronger Organizations Learning Atrophy Take Stock of Yourself Are You Committed to Leading the Change? Check Your Ability to Lead a Learning Organization Check Your Lean Leadership Capabilities Check Your Lean Thinking and Actions Check Your Credibility Cash Index Take Stock of the Organization Looking for the Capability to Learn Organizational Beliefs, Knowledge, and Ability Characterizing Learning Organization Dimensions Check for Lean Thinking and Action Competencies Check the Organization's Performance Quotient Communicate to the Organization Complex Message Delivery Sharing the Transformation Vision Setting the Course of Action Personal Actions and Passion for Change Key Messages in This Chapter Challenge Actions Planning the Transformation Forming Your Personal Vision and Plan You Have to Buy-In Use Your Passion and Courage to Lead the Organization Transformation Visualize the End Game Personalize the Transformation Build Your Action Plan Walk the Talk Changing Organizational Culture Changing Organizational Momentum Design the Transformation to a Lean Learning Organization You Can't Buy It-You Have to Build It Integrating Your Supply Chain into the Journey Lean Becomes the Learning Vehicle Foundation of the Organization Core Tenets Align the Organization Assemble the House Communicating to the Organization Key Messages in This Chapter Challenge Actions Preparing for the Race Set Expectations Define Success Goals and Measures Foundation Layer Measurement Layer Action Layer Deployment Reality Enroll Natural Lean Leaders Invest in People Communicating to the Organization Key Messages in This Chapter Challenge Actions Go Improve Something-Start Doing Go Ahead-Give It a Push So You Think You Know How It Works Entropy and Noisy Systems Noisy Systems Automation Creates Techno-Waste Data Will Set You Free Focus on Using the Voice of the Customer VoC Segmentation Customer Listening Posts VoC as a Focusing Engine Setting Simple Goals Work on Things That Matter. Keep It Simple One-Touch Flow Communicating to the Organization Key Messages in This Chapter Challenge Actions Leverage the Learnings Reevaluate and Refresh Accelerate the Applied Rate of Learning Leverage Learning with Lean into the Supply Chain Standard Work Clustering Thousands of Small Fires into a Forest Fire Reinforce Good Decision Making and Risk Taking Benchmark and Compare for Higher Performance Reinvent Work and Job Skills Measure and Share Progress Communicate and Walk the Talk Key Messages in This Chapter Challenge Actions Wrapping It Together People Methods Machine Final Thoughts from the Authors Key Messages in This Chapter Challenge Actions Bibliography and Works Cited Glossary of Terms Appendix Index

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