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230808 ||| eng |
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|a 9781466572959
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|a 1466572957
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|a HD58.9
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|a Zurn, James
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|a Learning with Lean
|b unleashing the potential for sustainable competitive advantage
|c James Zurn, Perry Mulligan
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|a Boca Raton, FL
|b CRC Press
|c 2014
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| 300 |
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|a 1 online resource
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|a 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
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|a 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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|a 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
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|a 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
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|a 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
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|a 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
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|a Includes bibliographical references and index
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|a 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
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|a Lean manufacturing / http://id.loc.gov/authorities/subjects/sh2008007591
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|a quality control / aat
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|a BUSINESS & ECONOMICS / Management / bisacsh
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|a Quality Control
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|a Quality control / fast
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|a Production allégée
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|a Quality control / http://id.loc.gov/authorities/subjects/sh85109440
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|a Qualité / Contrôle
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|a TECHNOLOGY & ENGINEERING / Industrial Engineering / bisacsh
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|a BUSINESS & ECONOMICS / Industrial Management / bisacsh
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|a BUSINESS & ECONOMICS / Workplace Culture / bisacsh
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|a BUSINESS & ECONOMICS / Management Science / bisacsh
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|a BUSINESS & ECONOMICS / Organizational Behavior / bisacsh
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|a Lean manufacturing / fast
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|a BUSINESS & ECONOMICS / Quality Control / bisacsh
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|a Mulligan, Perry
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|a eng
|2 ISO 639-2
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|b OREILLY
|a O'Reilly
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|a "A Productivity Press book.. - Title from title screen
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|a GBB7A1252
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|z 9781466572942
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|u https://learning.oreilly.com/library/view/~/9781466572942/?ar
|x Verlag
|3 Volltext
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|a What Is the Need for Change? What Is Sustainable Competitive Advantage? Applied Rate of Learning Threats Leadership Organizational Technology Disruptive Organizational and Technology ThreatsOvercoming Organizational Inertia External Crisis Impacts to Inertia Creating Internal Urgency with No External CrisisRecognition of the Risk of Inaction Success Builds Inertia Ignoring Risks May Stall the OrganizationLean Enables a Learning Organization Organizational Learning Learning Organization Lean as a Learning VehicleTransformation Is an Endless J.
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