Lean thinking is too often narrowly focused on physical processes, causing serious shortcomings, which limit Lean’s substantial benefits. Revised to consider the emerging global economy, Lean Performance ERP Project Management, Second Edition integrates strategy, people, process, and information technology into a project management methodology that applies Lean Thinking to all processes. It leverages Lean principles, tools, and practices to improve and then continuously improve management decision processes, information/support processes, and their linkages to Lean physical processes
Figures
Foreword
Preface
Acknowledgments
About the Author
Part 1 : Introduction to Lean Performance
Chapter 1 : Foundations of Lean Performance
Chapter 2 : Extending Lean Performance Foundations
Chapter 3 : Lean Performance Methodology
Chapter 4 : Lean Cross-Enterprise Processes
Chapter 5 : Lean Principles, Tools, and Practices
Chapter 6 : Steering a Lean Performance Project
Part 2 : Lean Performance Planning Modules
Chapter 7 : Deploying Management Policy Module
Chapter 8 : Evaluating and Selecting Software Module
Chapter 9 : Managing Project Module
Chapter 10 : Developing Lean Performance Teams Module
Part 3 : Lean Performance Improvement Modules
Chapter 11 : Improving Process Performance Module
Chapter 12 : Integrating Systems Module
Chapter 13 : Testing Improved Processes Module
Part 4 : Continuous Lean Performance Modules
Chapter 14 : Implementing Improved Processes Module
Chapter 15 : Continuously Improving Lean Performance Module
Index