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El. knyga: Office Lean: Understanding and Implementing Flow in a Professional and Administrative Environment [Taylor & Francis e-book]

  • Formatas: 246 pages, 10 Tables, black and white; 40 Illustrations, black and white
  • Išleidimo metai: 17-Oct-2019
  • Leidėjas: CRC Press
  • ISBN-13: 9780429203817
  • Taylor & Francis e-book
  • Kaina: 106,17 €*
  • * this price gives unlimited concurrent access for unlimited time
  • Standartinė kaina: 151,67 €
  • Sutaupote 30%
  • Formatas: 246 pages, 10 Tables, black and white; 40 Illustrations, black and white
  • Išleidimo metai: 17-Oct-2019
  • Leidėjas: CRC Press
  • ISBN-13: 9780429203817

Struggling to apply Lean effectively in your office environment? Office Lean is a book for anyone who wants to apply Lean better in contexts where the work is both intangible and complex. it explains in simple terms, what Lean is -- and what Lean isn’t -- enabling office professionals to understand how it can be successfully applied to their complex office-based work environments.

Contrary to popular opinion, Lean is not only for mass manufacturing or healthcare. It applies just as much to the digital world of "knowledge work" industries such as banking and financial services, software development, and government. But the fundamental concepts, straight from the factory floor, need a fair amount of translation to be effectively applied in cube farms.

Overturning the common perception that Lean is about imposing rigid rules, or simply eliminating waste in the name of "efficiency", Eakin presents Lean as a dynamic, flexible, people-centric philosophy that delivers outstanding business results by improving employee engagement and customer experience.

Office Lean helps Lean practitioners (leaders/managers and coaches/consultants) working in professional office environments access the amazing, transformative results Lean can bring to their specific domains. It combines clear explanations of the core concepts of the Lean philosophy with relevant, practical examples from the fields of accounting, finance, insurance, IT and government.

Preface: Caring for People ix
Acknowledgments xv
Author xvii
Introduction: We Don't Make Widgets xix
PART I GRASPING THE SITUATION
1 The Legacy of Industrial Management
3(8)
Chaos
4(1)
Industrial Management
5(2)
Compliance Machines
7(2)
Three Main Takeaways
9(1)
Notes
9(2)
2 Two Types of Efficiency
11(18)
The Persistence of Resource Efficiency
14(2)
The School of Mass Production
16(1)
The Negative Consequences of Resource Efficiency
17(2)
Doubling Down
19(3)
Busy Does Not Mean Productive
22(1)
Flow-ver Dose
23(1)
Escaping the Trade-Off
24(1)
Three Main Takeaways
25(1)
Notes
26(3)
3 Changing the System
29(18)
Respect for People
31(1)
Information Does Not Create Behavior
32(1)
Thinking of Organizations as Systems
33(1)
Changing Thinking and Behavior
34(1)
Systems Drive Behavior
35(1)
Behavior Drives Thinking
36(2)
Focus on Flow
38(1)
What about Waste?
38(1)
The Waste We Cannot See
39(3)
Three Main Takeaways
42(1)
Notes
43(4)
PART II DESIGNING FOR FLOW
4 Understanding Flow
47(16)
Understanding Flow
48(4)
Handoffs
52(3)
So How Do I Create Flow?
55(2)
Focus on Wait Time
57(1)
Compress the Value Stream
58(1)
Flow Creates Capacity
59(2)
Three Main Takeaways
61(1)
Notes
62(1)
5 Busy Does Not Mean Productive
63(12)
Activity Is Often Confused for Work
67(4)
People Are Not the Problem
71(3)
Three Main Takeaways
74(1)
Notes
74(1)
6 Design Principle I: Continuity
75(18)
Three Main Takeaways
90(1)
Notes
91(2)
7 An Accounting Story
93(10)
Three Main Takeaways
101(1)
Notes
102(1)
8 Design Principle II: Balance
103(14)
Bucket Brigades
103(2)
Bob the Bottleneck
105(2)
Invisible Bottlenecks
107(4)
Balance
111(3)
Three Main Takeaways
114(1)
Notes
115(2)
9 Creating Balance
117(16)
People
119(3)
Time
122(2)
Work
124(2)
Dealing with Variation
126(4)
Agility
130(1)
Three Main Takeaways
131(1)
Notes
131(2)
10 The CapCell Experiment
133(8)
Three Main Takeaways
138(1)
Notes
139(2)
11 The Seven Gates of Hell
141(16)
Countermeasures
144(2)
Managing Customer Experience
146(3)
Managing Variation
149(3)
Three Main Takeaways
152(1)
Notes
152(5)
PART III THINKING BEYOND FLOW
12 Prerequisites to Problem Solving
157(16)
Step 1 Define Your Customers
160(3)
Step 2 Understand Customer Value
163(2)
Step 3 Visualize Your Workflow
165(2)
Step 4 Create Flow
167(1)
Step 5 Solve Problems
168(1)
Solving Problems the Slow Way
169(2)
Three Main Takeaways
171(1)
Notes
171(2)
13 Start with Standards
173(20)
Reflection
175(1)
Start with Standards
176(4)
The Challenge of Standards
180(1)
Everyone Hates Standards
181(2)
Eight Big Misconceptions about Standards
183(1)
Misconception #1 Standards Are Coercive
183(1)
Misconception #2 Standards Are Always Very Precise and Detailed
184(1)
Misconception #3 Standards Only Apply to Highly Repetitive Work
185(1)
Misconception #4 Standards Need to Be Created and Enforced Centrally
185(1)
Misconception #5 Standards Kill Creativity
186(1)
Misconception #6 Standards Are Not Customer Friendly
187(1)
Misconception #7 Measurements Are Not Standards
188(1)
Misconception #8 Standards Are Inflexible and Can Rarely Be Changed
189(1)
Summary
189(1)
Three Main Takeaways
190(1)
Notes
190(3)
14 Using Standards to Create Flow
193(6)
Three Main Takeaways
197(1)
Note
198(1)
15 Lean Thinking and the Digital Age
199(12)
So, What Do We Mean by Digital?
201(4)
Lean First, Automate Second
205(2)
Automation and Continuity
207(1)
Three Main Takeaways
208(1)
Notes
209(2)
16 Automation and Imbalance
211(10)
Three Main Takeaways
218(3)
17 Lean Leadership and Strategy
221(10)
Development of People
223(1)
Connecting Functions and Systems
224(1)
Go See
225(1)
T-Shaped Leadership
226(1)
Operations Is the Strategy
227(2)
Three Main Takeaways
229(1)
Notes
229(2)
Conclusion: Work Is a Human System 231(4)
Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms 235(8)
Index 243
Ken Eakin is a Senior Advisor, Operational Excellence at Export Development Canada (EDC), a government-owned financial services company that runs on commercial principles.  Based in Ottawa, Ken has been a Lean coach to EDC leaders at all levels, including senior executives, in the areas of Financing, Insurance, Corporate Finance, IT and Corporate Services of EDC.  Prior to working at EDC, he worked as a Process Improvement Manager in the container shipping industry in Toronto, where he earned his certification as a Lean Six Sigma Black Belt.  He holds an MA in Cinema Studies from the University of Wisconsin-Madison, and an MBA from the Rotman School of Business at the University of Toronto.