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Lean Transformations for Small and Medium Enterprises: Lessons Learned from Italian Businesses / Edition 1
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Lean Transformations for Small and Medium Enterprises: Lessons Learned from Italian Businesses / Edition 1 in Franklin, TN
Current price: $45.99
Barnes and Noble
Lean Transformations for Small and Medium Enterprises: Lessons Learned from Italian Businesses / Edition 1 in Franklin, TN
Current price: $45.99
Loading Inventory...
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Lean Transformations for Small and Medium Enterprises: Lessons Learned from Italian Businesses
summarizes two decades of research, teaching, and practice on lean thinking.
Based on quantitative analysis of 100 cases of Lean transformations and 20 in-depth case studies of successfully transformed SMEs, it explains how to undertake lean transformations that lead to operational and financial performance improvement, and uses the Lean Transformation Framework conceptualized by John Shook at the Lean Enterprise Institute—as a practical approach to design and de-risk the transformation process.
SMEs’ leaders wishing to undertake and sustain a lean transformation must:
Make a serious and lasting commitment to transform, avoiding the temptation to change course of action;
Choose accurately the value streams that require improvement as defined by strategy deployment;
Build capabilities to sustain the transformation;
Lead by example by going to gemba and creating a culture of respect for people that goes beyond the visible devices and artifacts of Lean tools.
summarizes two decades of research, teaching, and practice on lean thinking.
Based on quantitative analysis of 100 cases of Lean transformations and 20 in-depth case studies of successfully transformed SMEs, it explains how to undertake lean transformations that lead to operational and financial performance improvement, and uses the Lean Transformation Framework conceptualized by John Shook at the Lean Enterprise Institute—as a practical approach to design and de-risk the transformation process.
SMEs’ leaders wishing to undertake and sustain a lean transformation must:
Make a serious and lasting commitment to transform, avoiding the temptation to change course of action;
Choose accurately the value streams that require improvement as defined by strategy deployment;
Build capabilities to sustain the transformation;
Lead by example by going to gemba and creating a culture of respect for people that goes beyond the visible devices and artifacts of Lean tools.
Lean Transformations for Small and Medium Enterprises: Lessons Learned from Italian Businesses
summarizes two decades of research, teaching, and practice on lean thinking.
Based on quantitative analysis of 100 cases of Lean transformations and 20 in-depth case studies of successfully transformed SMEs, it explains how to undertake lean transformations that lead to operational and financial performance improvement, and uses the Lean Transformation Framework conceptualized by John Shook at the Lean Enterprise Institute—as a practical approach to design and de-risk the transformation process.
SMEs’ leaders wishing to undertake and sustain a lean transformation must:
Make a serious and lasting commitment to transform, avoiding the temptation to change course of action;
Choose accurately the value streams that require improvement as defined by strategy deployment;
Build capabilities to sustain the transformation;
Lead by example by going to gemba and creating a culture of respect for people that goes beyond the visible devices and artifacts of Lean tools.
summarizes two decades of research, teaching, and practice on lean thinking.
Based on quantitative analysis of 100 cases of Lean transformations and 20 in-depth case studies of successfully transformed SMEs, it explains how to undertake lean transformations that lead to operational and financial performance improvement, and uses the Lean Transformation Framework conceptualized by John Shook at the Lean Enterprise Institute—as a practical approach to design and de-risk the transformation process.
SMEs’ leaders wishing to undertake and sustain a lean transformation must:
Make a serious and lasting commitment to transform, avoiding the temptation to change course of action;
Choose accurately the value streams that require improvement as defined by strategy deployment;
Build capabilities to sustain the transformation;
Lead by example by going to gemba and creating a culture of respect for people that goes beyond the visible devices and artifacts of Lean tools.
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