The Lean Extended Enterprise: Moving Beyond the Four Walls to Value Stream Excellence provides executives, managers and educators with a comprehensive implementation plan for implementing enterprise wide lean. It illustrates how to integrate lean, six sigma, kaizen and enterprise resources planning into a total business improvement initiative, beyond the four walls of an organization.
Whether a group of engineers is developing new cars, software applications, aerospace equipment, kitchen appliances, controls, sensors, or any of hundreds of different items, the process they follow is pretty much the same. Except in one company - Toyota, perhaps the most innovative and highly respected car company on the planet. What is most startling is that Toyota's product development engineers are four times as productive as their counterparts in other companies, according to a study by the National Center for Manufacturing Sciences. Most follow a linear process in developing new products. Toyota's engineers do not. As this book reveals and explains, Toyota's development engineers rely on a development paradigm that is totally different than that found in the West. Companies that are early adopters of the Toyota product development system are certain to realize tremendous advantages over their competitors. This is a change that is coming to businesses everywhere and this book shows the way. It is a must-read for anyone in management.
Today, constellations of firms ally against each other--and the firm that stands alone, may fail alone. Now there's a start-to-finish guide to the opportunities facing extended enterprises. This book show why extended enterprises demand radically new buyer-supplier relationships, why traditional business structures inhibit alliances, and how to develop the competencies a company needs.
Most organizations’ change efforts focus solely on eliminating waste in specific departments. While this “lean paradigm” is a good place to start, true enterprise transformation goes much further. Based on years of research and implementation, Beyond the Lean Revolution provides a road map for achieving the kind of future-oriented results that enhance value to stakeholders. Authors Deborah Nightingale and Jayakanth help readers achieve this by asking them to address the big-picture questions like, What are the strategic objectives? How is the enterprise performing against those objectives? How should it be? Who are the stakeholders and what do they value? You’ll then learn to strategically position your responses to move toward an audacious vision for the future--one where every cog in the complex enterprise system of people, processes, and is successful. Illuminating examples will teach you how to ensure senior leadership remains committed, how to assess your enterprise’s current state, and how to analyze stakeholder values so you can plan for future growth. From inception to implementation and beyond, this book provides a holistic framework for bridging the gap from mere change--to genuine transformation.
Learn how Lean IT can help companies deliver better customer service and value Lean Enterprise Systems effectively demonstrates how the techniques derived from Lean Manufacturing, combined with the thoughtful application of information technology, can help all enterprises improve business performance and add significant value for their customers. The author also demonstrates how the basic concepts of Lean Manufacturing can be applied to create agile and responsive Lean IT. The book is divided into three parts that collectively explore how people, processes, and technology combine forces to facilitate continuous improvement: * Part One: Building Blocks of the Lean Enterprise sets forth the essentials of Lean. Readers discover where, when, and how Lean IT adds substantial value to the Lean Enterprise through integrated processes of planning, scheduling, execution, control, and decision making across the full spectrum of operations. * Part Two: Building Blocks of Information Systems explores the primary components of an enterprise information system and how these components may be integrated to improve the flow of information supporting value streams. Readers learn how information systems help organize and deliver knowledge when and where it's needed. * Part Three: Managing Change with IT demonstrates how the skillful combination of process and information technology improvements empowers people to continuously improve the Lean Enterprise. Readers develop the skills to exploit emerging information technology tools and change management methods, crafting a Lean IT framework-reducing waste, complexity, and lead time-while adding measurable value. Executives, managers, and improvement teams across a broad range of industries, as well as IT professionals, can apply the techniques described in this publication to improve performance, add value, and create competitive advantage. The book's clear style and practical focus also makes it an excellent textbook for upper-level undergraduate and graduate courses in business, operations management, and business information systems.
Winner of a Shingo Research and Professional Publication Award Information Technology is supposed to enable business performance and innovation, improve service levels, manage change, and maintain quality and stability, all while steadily reducing operating costs. Yet when an enterprise begins a Lean transformation, too often the IT department is either left out or viewed as an obstacle. What is to be done? Winner of a 2011 Shingo Research and Professional Publication Award, this book shares practical tips, examples, and case studies to help you establish a culture of continuous improvement to deliver IT operational excellence and business value to your organization. Praise for: ...will have a permanent place in my bookshelf. —Gene Kim, Chief Technology Officer, Tripwire, Inc. ... provides an unprecedented look at the role that Lean IT will play in making this revolutionary shift and the critical steps for sustained success. —Steve Castellanos, Lean Enterprise Director, Nike, Inc. Twenty years from now the firms which dominate their industries will have fully embraced Lean strategies throughout their IT organizations. —Scott W. Ambler, Chief Methodologist for Agile and Lean, IBM Rational ... a great survival manual for those needing nimble and adaptive systems. —Dr. David Labby, MD, PhD, Medical Director and Director of Clinical Support and Innovation, CareOregon ... makes a major contribution in an often-ignored but much-needed area. —John Bicheno, Program Director MS in Lean Operations, Cardiff University ... a comprehensive view into the world of Lean IT, a must read! —Dave Wilson, Quality Management, Oregon Health & Science University
This book presents to a lucid, theoretical vision of what a lean company should look like, as well as the organizing principles that are its reason for existence and the rational for the activities that go on inside it. It's among the first (if not the first) lean manufacturing guide to address all facets of your company from top management to customer service (and not to mention the assembly line). The Lean Company: Making the Right Choices is ideal for production management, industrial and manufacturing engineering students. The authors draw from the highly-respected Lean Aerospace Initiative (LAI) developed by MIT, which they had helped advance. It features a thorough treatment of 'the big picture,' a means to justify lean investments, and the operational strategies modern companies must employ as they compete in the modern world. It takes a broad look at change, the way employees respond to change, and some of the techniques managers can use to minimize change's adverse effects.
Lean Manufacturing has proved to be one of the most successful and most powerful production business systems over the last decades. Its application enabled many companies to make a big leap towards better utilization of resources and thus provide better service to the customers through faster response, higher quality and lowered costs. Lean is often described as “eyes for flow and eyes for muda” philosophy. It simply means that value is created only when all the resources flow through the system. If the flow is stopped no value but only costs and time are added, which is muda (Jap. waste). Since the philosophy was born at the Toyota many solutions were tailored for the high volume environment. But in turbulent, fast-changing market environment and progressing globalization, customers tend to require more customization, lower volumes and higher variety at much less cost and of better quality. This calls for adaptation of existing lean techniques and exploration of the new waste-free solutions that go far beyond manufacturing. This book brings together the opinions of a number of leading academics and researchers from around the world responding to those emerging needs. They tried to find answer to the question how to move forward from “Spaghetti World” of supply, production, distribution, sales, administration, product development, logistics, accounting, etc. Through individual chapters in this book authors present their views, approaches, concepts and developed tools. The reader will learn the key issues currently being addressed in production management research and practice throughout the world.
Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.
Learn how Lean IT can help companies deliver better customer service and value Lean Enterprise Systems effectively demonstrates how the techniques derived from Lean Manufacturing, combined with the thoughtful application of information technology, can help all enterprises improve business performance and add significant value for their customers. The author also demonstrates how the basic concepts of Lean Manufacturing can be applied to create agile and responsive Lean IT. The book is divided into three parts that collectively explore how people, processes, and technology combine forces to facilitate continuous improvement: * Part One: Building Blocks of the Lean Enterprise sets forth the essentials of Lean. Readers discover where, when, and how Lean IT adds substantial value to the Lean Enterprise through integrated processes of planning, scheduling, execution, control, and decision making across the full spectrum of operations. * Part Two: Building Blocks of Information Systems explores the primary components of an enterprise information system and how these components may be integrated to improve the flow of information supporting value streams. Readers learn how information systems help organize and deliver knowledge when and where it's needed. * Part Three: Managing Change with IT demonstrates how the skillful combination of process and information technology improvements empowers people to continuously improve the Lean Enterprise. Readers develop the skills to exploit emerging information technology tools and change management methods, crafting a Lean IT framework-reducing waste, complexity, and lead time-while adding measurable value. Executives, managers, and improvement teams across a broad range of industries, as well as IT professionals, can apply the techniques described in this publication to improve performance, add value, and create competitive advantage. The book's clear style and practical focus also makes it an excellent textbook for upper-level undergraduate and graduate courses in business, operations management, and business information systems.
