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Download e-book for iPad: Beyond Lean: A Revised Framework of Leadership and by Peter Béndek

By Peter Béndek

This e-book through Peter Béndek provides a powerful case opposed to the present perform of commercial operations development, according to various experiences from the enterprise international in addition to insights from the main prestigious authors of the final fifty years. the writer contests the applicability and certainly the relevance of the Toyota construction approach and its spin-offs to the Western context, claiming revised strategy is far better fitted to taking our particular cultural stipulations under consideration, whereas additionally combining elevated transparency, velocity, and sustainability of swap with a powerful value-creating power. Dr. Béndek argues that this technique could have a far-reaching impression on company cultures via supplying an all-encompassing studying process, person who offers a extra coherent and actionable non-stop development approach than traditional methods. The booklet bargains a massive consultant to rethinking operations administration, either in academia and company practice.

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Additional info for Beyond Lean: A Revised Framework of Leadership and Continuous Improvement

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Over the years, I have observed some of the reasons for this lean fanfare-andfade phenomenon. You can probably add your own thoughts to this list, but here is my best shot: 18 2 What Is Continuous Improvement, and What Is Not • • • • • • • Not used as an overall business philosophy People versus process dependent Use of ‘tools’ only All functions aren’t committed or involved Conflicting metrics Good for the plant, but not for senior leaders (it has to start at the top) Forgetting the front and back end of the business (suppliers, customer demand and inventory strategy) • Home run mentality However, when you really dig into it, the basic reason why the implementation of lean fails at most companies boils down to culture.

We’re not really driving [our problems] out structurally, changing our processes” (2014). Jeffrey Liker, likewise, observed at the heyday of Toyota’s operational expansion in America that “the only problem [with TPS implementations in the United States] was that in many of the plants (. ) TPS never got much farther than the model line” (Liker 1998, p. 6), and indeed the situation has not much changed ever since. Learning by doing is fine, no matter how random it may look, as long as leadership is there.

However, if you stick with it, it is amazing how the little dayto-day improvements add up over time; after a few months, you look back and realize how much has been accomplished. The problem is that at most companies, managers are still looking for the ‘big bang’ project or turbocharged effort of their employees. ” The reader will recognize that the upshot of this argument is in line with what has been said in these pages. , while at the same time chiding leaders for not realizing the importance of all this.

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