Title: Lean Misconceptions : Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes Author: Cordell Hensley ISBN: 113821745X / 9781138217454 Format: Hard Cover Pages: 163 Publisher: Productivity Press Year: 2017 Availability: 2 to 3 weeks
Description
Feature
Contents
It has been reported that about 70% of performance-improvement initiatives fail to achieve desired results. The primary causes are unrealistic expectations regarding effort and results and too much focus on short-term improvements instead of long-term capability building. Too many consultants and organizations stress the tools and the results they can achieve without considering the long-term implications. Success relies on focusing on both short-term gains and long-term culture change – That is, using the tools as the mechanism for change versus the objective of the change.
Lean Misconceptions: Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes focuses on continuous improvement as well as the tools organizations can use to achieve long-term growth. Readers will gain new knowledge while also challenging their peers, seniors, subordinates, and their own thinking on Lean.
An insiders view to what is wrong with Lean – as opposed to being from someone who has had it done to them or experienced it once or twice.
Provides the underlying principles to many of the common tools within Lean – why they exist rather than how to use them.
Stories and anecdotes from various industries; manufacturing, aerospace maintenance, pharmaceutical quality control, and investment banking
Clearly NOT a silver bullet for CI (as there is no such thing) but a different view on how to build organizational capability to improve, not just to improve.
Provides an examination of various other CI techniques and supports Lean as the preferred method/ideology.
Preface
Chapter 1 : Misconceptions Chapter 2 : Why and How Do Companies Start Doing Continuous Improvement (CI) Activities? Chapter 3 : Where Should We Focus Chapter 4 : A Brief History of Lean Chapter 5 : Dynamic Organizations Chapter 6 : The Principles within Lean Chapter 7 : Making Problems Obvious Chapter 8 : Solving Problems Chapter 9 : Share Chapter 10 : Show Chapter 11 : What Next?
