Preface: Caring for People |
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ix | |
Acknowledgments |
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xv | |
Author |
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xvii | |
Introduction: We Don't Make Widgets |
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xix | |
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PART I GRASPING THE SITUATION |
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1 The Legacy of Industrial Management |
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3 | (8) |
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4 | (1) |
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5 | (2) |
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7 | (2) |
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9 | (1) |
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9 | (2) |
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2 Two Types of Efficiency |
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11 | (18) |
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The Persistence of Resource Efficiency |
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14 | (2) |
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The School of Mass Production |
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16 | (1) |
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The Negative Consequences of Resource Efficiency |
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17 | (2) |
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19 | (3) |
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Busy Does Not Mean Productive |
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22 | (1) |
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23 | (1) |
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24 | (1) |
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25 | (1) |
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26 | (3) |
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29 | (18) |
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31 | (1) |
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Information Does Not Create Behavior |
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32 | (1) |
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Thinking of Organizations as Systems |
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33 | (1) |
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Changing Thinking and Behavior |
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34 | (1) |
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35 | (1) |
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36 | (2) |
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38 | (1) |
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38 | (1) |
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39 | (3) |
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42 | (1) |
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43 | (4) |
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PART II DESIGNING FOR FLOW |
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47 | (16) |
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48 | (4) |
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52 | (3) |
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55 | (2) |
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57 | (1) |
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Compress the Value Stream |
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58 | (1) |
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59 | (2) |
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61 | (1) |
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62 | (1) |
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5 Busy Does Not Mean Productive |
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63 | (12) |
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Activity Is Often Confused for Work |
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67 | (4) |
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People Are Not the Problem |
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71 | (3) |
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74 | (1) |
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74 | (1) |
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6 Design Principle I: Continuity |
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75 | (18) |
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90 | (1) |
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91 | (2) |
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93 | (10) |
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101 | (1) |
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102 | (1) |
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8 Design Principle II: Balance |
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103 | (14) |
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103 | (2) |
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105 | (2) |
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107 | (4) |
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111 | (3) |
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114 | (1) |
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115 | (2) |
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117 | (16) |
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119 | (3) |
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122 | (2) |
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124 | (2) |
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126 | (4) |
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130 | (1) |
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131 | (1) |
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131 | (2) |
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10 The CapCell Experiment |
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133 | (8) |
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138 | (1) |
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139 | (2) |
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11 The Seven Gates of Hell |
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141 | (16) |
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144 | (2) |
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Managing Customer Experience |
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146 | (3) |
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149 | (3) |
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152 | (1) |
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152 | (5) |
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PART III THINKING BEYOND FLOW |
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12 Prerequisites to Problem Solving |
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157 | (16) |
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Step 1 Define Your Customers |
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160 | (3) |
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Step 2 Understand Customer Value |
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163 | (2) |
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Step 3 Visualize Your Workflow |
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165 | (2) |
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167 | (1) |
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168 | (1) |
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Solving Problems the Slow Way |
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169 | (2) |
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171 | (1) |
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171 | (2) |
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173 | (20) |
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175 | (1) |
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176 | (4) |
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The Challenge of Standards |
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180 | (1) |
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181 | (2) |
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Eight Big Misconceptions about Standards |
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183 | (1) |
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Misconception #1 Standards Are Coercive |
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183 | (1) |
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Misconception #2 Standards Are Always Very Precise and Detailed |
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184 | (1) |
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Misconception #3 Standards Only Apply to Highly Repetitive Work |
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185 | (1) |
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Misconception #4 Standards Need to Be Created and Enforced Centrally |
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185 | (1) |
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Misconception #5 Standards Kill Creativity |
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186 | (1) |
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Misconception #6 Standards Are Not Customer Friendly |
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187 | (1) |
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Misconception #7 Measurements Are Not Standards |
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188 | (1) |
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Misconception #8 Standards Are Inflexible and Can Rarely Be Changed |
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189 | (1) |
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189 | (1) |
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190 | (1) |
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190 | (3) |
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14 Using Standards to Create Flow |
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193 | (6) |
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197 | (1) |
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198 | (1) |
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15 Lean Thinking and the Digital Age |
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199 | (12) |
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So, What Do We Mean by Digital? |
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201 | (4) |
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Lean First, Automate Second |
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205 | (2) |
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Automation and Continuity |
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207 | (1) |
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208 | (1) |
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209 | (2) |
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16 Automation and Imbalance |
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211 | (10) |
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218 | (3) |
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17 Lean Leadership and Strategy |
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221 | (10) |
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223 | (1) |
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Connecting Functions and Systems |
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224 | (1) |
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225 | (1) |
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226 | (1) |
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Operations Is the Strategy |
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227 | (2) |
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229 | (1) |
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229 | (2) |
Conclusion: Work Is a Human System |
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231 | (4) |
Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms |
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235 | (8) |
Index |
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243 | |