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Lean Culture: Collected Practices and Cases

Sprache: Englisch.
Taschenbuch
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, … weiterlesen
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Lean Culture: Collected Practices and Cases als Taschenbuch

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Titel: Lean Culture: Collected Practices and Cases

ISBN: 1563273268
EAN: 9781563273261
Sprache: Englisch.
Herausgegeben von Productivity Press
PRODUCTIVITY PR INC

Juni 2005 - kartoniert - 151 Seiten

Beschreibung

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.

Inhaltsverzeichnis

Introduction Part I: Building Support Chapter 1: Aggressive Management Builds a New Hartz Mountain Culture Chapter 2: The Ways to Win Hearts and Minds Chapter 3: Creating a New Culture Is Company's First Priority Chapter 4: Tips for Molding a Kaizen Culture Chapter 5: Employees Offer Suggestions When a Process Is in Place Chapter 6: Approach Is Key in Attempt to Make Union a Partner Chapter 7: The Really Tough Part: Selling Lean to the CEO Chapter 8: "Semi-Stealth" Strategy Turns Top Executives into Believers Part II: Staff Development Chapter 9: Plan to Increase Your Skills Inventory Chapter 10: Acquiring and Building Expertise Chapter 11: Plan Your Search Carefully to Get the Right Lean Leader Chapter 12: Improving Hiring Processes Saves Both Time and Money Chapter 13: Ten Critical Areas Where Supervisors Need Your Help with Culture Change Chapter 14: Structured Program Builds Skills of Team Leaders Chapter 15: Want a High-Level Job Here? You Better Learn Lean First Chapter 16: Plastics Firm's Lean Team Is Its Source of New Talent Part III: Sustaining Change Chapter 17: An Assessment Tool Tells You Whether Your Culture Is Lean Chapter 18: Nine Steps for Getting TPM Buy-In from Varied Groups Chapter 19: Frequent Feedback Fosters Changes in Company Culture Chapter 20: A Good Day of Production Begins with a Good Meeting Chapter 21: Compensation Helps Lean Pay Off Chapter 22: Incentives Should Be Based on Outcomes, Not Activities Chapter 23: Satisfaction Yields Improved Results Chapter 24: Integrate Your Improvement Methods if You Want Your Initiatives to Last Citations Index

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