Muutke küpsiste eelistusi

Lean Implementation: Applications and Hidden Costs [Pehme köide]

(ESH Director - Lawrence Livermore National Laboratory, California, USA)
Teised raamatud teemal:
Lean Implementation: Applications and Hidden CostsSuurem pilt
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781138747975.html

This book will address key organizational issues that must be considered and addressed when implementing Lean business practices. The book offers solutions for many of the challenges, provides a resource that leaders can use in addressing cultural and regulatory issues, provides means to address the associated people issues and the challenging task of knowledge retention and succession planning. Vignettes are used to illustrate and provide examples of potential issues and solutions that can be considered for resolving issues and a case study demonstrating ways to address the technical and people aspects of implementing Lean to ensure project success.

Arvustused

"This book discusses organizational issues that needs to be addressed when implementing Lean: it constitutes a valuable addition to the existing Lean Six Sigma literature, as it covers aspects, such as culture, leadership and regulatory issues, that are often not covered in details in other texts, that tend to give more space to the technical/tools aspects." Alessandro Laureani, Strathclyde University, United Kingdom

Preface xi
About the Author xiii
1 Lean Thinking 1(18)
1.1 Introduction
1(1)
1.2 Attributes of a Lean Organization
2(6)
1.2.1 Know Your Customer
3(1)
1.2.2 Respect for People
4(1)
1.2.3 Management Make Decisions Focusing on the Long-Term Value as Opposed to the Now
5(1)
1.2.4 Create a Culture That Will Allow Workers to Feel Empowered and Free to Bring Problems to Management's Attention As Soon As They Arise
5(1)
1.2.5 A Continual Focus on Continuous Improvement
5(1)
1.2.6 Maintain a Focus on Quality Continuously
6(1)
1.2.7 Avoid Overproduction (Use a Pull System)
6(1)
1.2.8 Develop Leaders Who Are Inquisitive, Leaders Who Walk the Talk on a Daily Basis, and Are Worker Friendly
6(1)
1.2.9 Develop a Process That Can Monitor Performance As Well As Locate Improvement Areas
7(1)
1.2.10 Develop a Culture That Embraces a Learning Organization Philosophy
7(1)
1.3 Why Go Lean?
8(1)
1.4 Delivering Customer Value
8(1)
1.5 Defining the Waste Stream
8(2)
1.6 Actions That Create Flow
10(1)
1.7 Produce What Is Used by the Customer and Avoid Overproduction
10(1)
1.8 Seek Perfection to Achieve Continuous Improvement
11(1)
1.9 Overview of Lean Tools
11(5)
1.9.1 Value Stream Mapping
12(1)
1.9.2 Six Sigma and Lean
12(4)
1.10 Staying Lean
16(1)
1.11 Summary
17(2)
2 Lean Thinking Leadership Team 19(16)
2.1 Introduction
19(1)
2.2 Leadership Responsibilities in Organizations
20(2)
2.2.1 Vision Tenet
20(1)
2.2.2 People Tenet
21(1)
2.2.3 Strategy Tenet
21(1)
2.2.4 Decision Tenet
21(1)
2.3 Followership and Leadership Roles
22(1)
2.4 Qualities of a Good Leader
23(3)
2.4.1 A Good Leader Is Confident
24(1)
2.4.2 A Good Leader Acts with Purpose
24(1)
2.4.3 A Good Leader Demonstrates Exemplary Character
25(1)
2.4.4 A Good Leader Is Enthusiastic
25(1)
2.4.5 A Good Leader Is Focused
25(1)
2.4.6 A Good Leader Is Able to Build and Retain Good Relationships
25(1)
2.4.7 A Good Leader Is Committed to Continuous Improvement and Excellence
26(1)
2.5 Lean Thinking Behaviors
26(1)
2.6 Walking the Talk
27(1)
2.7 Leadership Styles
27(4)
2.8 The Influential Leader
31(1)
2.9 The Accountable Leader
31(1)
2.10 The Lean Thinking Leadership Team
32(1)
2.11 Summary
33(2)
3 Lean Culture 35(16)
3.1 Introduction
35(1)
3.2 What Is a Lean Culture?
36(3)
3.2.1 Practices
37(1)
3.2.2 Behavior
37(1)
3.2.3 Values
38(1)
3.2.4 Symbols and Languages
38(1)
3.2.5 Assumptions and Perceptions
38(1)
3.2.6 Lean Thinking
39(1)
3.3 Subcultures
39(1)
3.4 Establishing a Culture of Change
40(1)
3.5 Change Management
40(1)
3.6 Supervisor's Role in Change Management
41(1)
3.7 Assessing Culture
41(2)
3.8 Document Review
43(1)
3.9 Conducting the Survey
43(1)
3.10 Focus Group and Individual Interviews
44(2)
3.11 Shaping Culture
46(5)
3.11.1 Communication between Workers and Management
47(1)
3.11.2 Fostering Trust from Within
48(1)
3.11.3 Consistency in Actions and Reactions
48(1)
3.11.4 Human Resource Policies and Practices
48(1)
3.11.5 Management Time in the Work Area
49(1)
3.11.6 Delegate Lower Level Decisions
49(1)
3.11.7 Employee Involvement
49(1)
3.11.8 Leadership Charting the Way
49(2)
4 Employee Engagement in a Lean Culture 51(14)
4.1 Introduction
51(1)
4.2 Defining Employee Engagement
52(1)
4.3 Emotional Connection in the Workplace
53(1)
4.4 Employee Engagement Impacts and Benefits
53(2)
4.5 Improved Morale
55(1)
4.6 Employee Engagement and Increased Productivity
55(1)
4.7 Team Cohesion
56(1)
4.8 Innovation and Engaged Employees
57(1)
4.9 Higher Level of Trust Contributes to Engagement
57(1)
4.10 The Actions of an Engaged Leader
58(1)
4.11 Communication Strategy
59(1)
4.12 Human Resource Policies and Practices
59(1)
4.13 Evaluating Employee Engagement
60(3)
4.13.1 Employee Engagement Surveys
61(1)
4.13.2 Focus Group Discussions: Employee Engagement
61(2)
4.14 Summary
63(2)
5 Succession Planning Strategy in a Lean Environment 65(18)
5.1 Introduction
65(1)
5.2 What Is Succession Planning?
66(2)
5.3 Developing a Succession Planning Strategy
68(1)
5.4 What Does a Good Succession Strategy Look Like?
69(7)
5.4.1 Identify Key Positions
70(1)
5.4.2 Identify Positions That Are Hard to Fill
71(1)
5.4.3 Identify Key Competencies
72(1)
5.4.4 Identify Candidates
73(1)
5.4.5 Internal Candidate Communication
74(1)
5.4.6 Conduct Skill Gap Analysis
74(1)
5.4.7 Define and Implement Training Plan
75(1)
5.5 Promoting from Within
76(2)
5.6 Knowledge Gathering and Retention
78(2)
5.7 Continuing Education
80(1)
5.8 Succession Planning in a Lean Environment
80(2)
5.9 Summary
82(1)
Reference
82(1)
6 Talent Management and Retention and the Hidden Costs 83(16)
6.1 Introduction
83(1)
6.2 What Is Talent Management?
84(1)
6.3 Balancing Employee Needs with Organizational Demands
84(1)
6.4 The Value of a Flexible Workforce
85(1)
6.5 Knowledge Retention and Transfer
86(1)
6.6 Employee Retention Strategy
87(3)
6.6.1 Employee Recognition
89(1)
6.7 Talent Care
90(1)
6.8 Why Do Employees Leave Their Companies?
91(2)
6.8.1 Relationship with the Supervisor
92(1)
6.8.2 Incompetent Leadership
92(1)
6.8.3 Lack of Challenging and Meaningful Work
92(1)
6.8.4 Lack of Career Growth and Advancement Opportunities
93(1)
6.8.5 Comparable Pay Does Matter
93(1)
6.9 Why Do Employees Stay with Their Organization?
93(4)
6.9.1 The Impact of Meaningful and Satisfying Work
94(1)
6.9.2 Trust in the Leadership Team and Its Impact
95(1)
6.9.3 Career Growth in a Learning Environment
95(1)
6.9.4 Fair Pay and Benefits
96(1)
6.9.5 Feeling of Value
96(1)
6.9.6 Supportive Management
96(1)
6.10 Summary
97(2)
7 Employee Development and the Hidden Cost 99(18)
7.1 Introduction
99(1)
7.2 Why Train?
100(2)
7.3 The Role of the Leadership Team
102(1)
7.4 Training Needs Analysis
102(3)
7.5 Training Delivery Methods
105(5)
7.5.1 Classroom Training
106(1)
7.5.2 On-the-Job Training
106(1)
7.5.3 Mentoring
107(1)
7.5.4 Job Rotation
108(1)
7.5.5 Coaching
109(1)
7.5.6 Shadowing
110(1)
7.6 Training Constraints in Lean Environments
110(1)
7.7 Continuing Education
111(1)
7.8 Knowledge Management
112(1)
7.9 Learning Culture
113(1)
7.10 Assessing the Effectiveness and Quality of a Training Program
114(1)
7.11 Summary
115(2)
8 Environment Health and Safety in a Lean Environment 117(12)
8.1 Introduction
117(1)
8.2 Components of Corporate Environment Health and Safety Program
117(3)
8.2.1 Environmental Protection
118(1)
8.2.2 Worker Safety and Health
118(1)
8.2.3 Environmental Health and Safety Training
119(1)
8.2.4 Health and Medical Services
119(1)
8.2.5 Radiation Safety Program
119(1)
8.3 Eliminating Waste through Compliance
120(1)
8.4 The Role of an Effective Environment Health and Safety Program
120(2)
8.5 Environment Health and Safety Programs Value Proposition
122(1)
8.6 The Reality of Workforce Perception
122(1)
8.7 The Real Cost of Accidents
123(1)
8.8 Applying Lean Principles and Application to an EH&S Program
124(1)
8.9 The Synergy between Lean and Health and Safety Programs
125(2)
8.10 Lean Tools Usage
127(1)
8.11 Summary
128(1)
9 Implementation Pitfalls and Hidden Costs 129(16)
9.1 Introduction
129(1)
9.2 What Are Pitfalls and Hidden Costs?
130(1)
9.3 A Project Management Approach to Lean
130(1)
9.4 Organizational Alignment
131(2)
9.5 Why Lean Fails?
133(3)
9.5.1 Performance Metrics
134(1)
9.5.2 Retention of Staff in a Lean Environment
135(1)
9.6 Minimizing Risk through Lean
136(2)
9.7 The Impact of Trust on Costs and the Pitfalls of Lean Implementation
138(1)
9.8 The Impact of Culture
139(1)
9.8.1 The Role of Subcultures
140(1)
9.9 Lean Procurement
140(1)
9.10 Hidden Costs Are Multifaceted
141(1)
9.11 Capturing the Actual Cost of Lean
142(1)
9.12 Summary
143(2)
10 Lean Implementation Case Study 145(18)
10.1 Introduction
145(1)
10.2 The Project Description
146(1)
10.3 Identification and Quantification of the Problem
146(8)
10.3.1 Brainstorming
147(3)
10.3.2 Process Mapping
150(1)
10.3.3 Worker Interviews
151(1)
10.3.4 Job Hazard Analysis
152(1)
10.3.5 Work Observation
153(1)
10.4 Benchmarking and Technology Selection
154(1)
10.5 Conducting the Pilot
154(2)
10.5.1 Implementation of Technology to Reduce Risk in Conducting Chemical Inventories: A Case Study
155(1)
10.6 Lean Thinking Leadership
156(2)
10.6.1 Strategic Thinking Leadership
157(1)
10.6.2 People Oriented and Relationship Builder
157(1)
10.6.3 Pulse of the Customer
158(1)
10.6.4 Seeking Perfection Always
158(1)
10.7 Employee Engagement and Training
158(1)
10.8 Regulatory Impact
159(1)
10.9 Environment, Health, and Safety Aspects
159(1)
10.10 The People Aspects of Implementation
160(1)
10.11 Case Study Implementation Pitfalls and Hidden Costs
160(1)
10.12 Summary
161(2)
11 Evaluation Resource Packet 163(12)
Index 175
Alston, Frances