MAKE YOUR BUSINESS A LEAN BUSINESS : how to create enduring market leadership.

Bibliographic Details
Main Author:	HUSBY, PAUL C.
Corporate Author:	Taylor & Francis
Format:	eBook
Language:	English
Published:	[Place of publication not identified], PRODUCTIVITY Press, 2017.
Subjects:	Organizational change > Management. Creative ability in business. Organizational change. Changement organisationnel. Créativité dans les affaires. Creative ability in business Organizational change > Management Electronic books.
Online Access:	Connect to the full text of this electronic book

Table of Contents:

Machine generated contents note: Origin and Evolution of Lean
Story
Lean System
LEOMS-World's Best Operational Model
Lean System Values
LEOMS Purpose
Lean Enterprise Organization
Lean Application Trends
From Operational to Transactional Processes
Product Design and Development
IT
Finance
Human Resources
Customer Service
Marketing
Sales
From Manufacturing to Services Industries
From the Shop Floor to the Enterprise
References
What Is a Lean Enterprise?
Why Should Every Enterprise Adopt the LEOMS?
U.S. Company Sustainability
Becoming a Lean Enterprise Will Enhance Strategic and Operational Competitiveness
LEOMS Focuses Organizational Resources and Processes
Five Demonstrable Reasons Why LEOMS Is the Best Operational Management System
References
Strategy-Driven Lean System
How Does the LEOMS Increase Profit?
Reduces Cost of Goods Sold
Reduces Labor Costs
Reduces Materials Cost
Reduces Future Fixed Asset Cost
Reduces Working Capital Cost
Enables Increased Top Line Sales and Reduces SG & A Cost
Enables Increased Brand Value
Sales Growth
SG & A Cost Reduction
What Are the Requirements for Sustainable Market Leadership?
Lean Enterprise
Lean Enterprise Business Model
Strategic Components
Operational Model Components
Lean Enterprise Business Model Implementation Framework-A Roadmap
Summary
Reference
Assuring Organization-Wide Change Initiative Success
Three to Five Year Implementation Time Horizon to Achieve Sustainability: Think Long Term, Act with Urgency
Step 1 Lean Enterprise Implementation Transformation Leadership Engagement
Top Leadership's Lean Enterprise Transformation Roles and Responsibilities
CEO Must Get the Transformation Started Off on the Right Foot
Top Leadership Team Engagement
Step 2 Leadership Team Preparation for Success
Learn Proven Approaches to Managing Transformational Change
Leaders Must Develop a Working Understanding of the Lean Enterprise Operational System
Step 3 Define Required Culture Changes
Business in the Twenty-First Century
What Is Organizational Culture?
Culture as the Distinctive Differentiating Ingredient of Competitive Advantage
NUMMI Motors Success Story
Organization Culture Types and Assessment
What Is Organizational Culture?
Framework to Understand and Change Culture
Organizational Culture Profile
Preferred Company Culture for Lean Operational Management System Implementation Success
Defining the Preferred Operations Culture to Enable the LEOMS
Culture Change Example
Midwest Manufacturing Company (MMC) Culture Change Example
Midwest Mfg.
Now and Preferred Culture Assessments
Culture Change Strategic Action Agenda
What the Change Means and Does Not Mean
Step 4 Leadership Training and Development
Lean Manager's Culture Change Responsibilities
Management Skills Profile Assessment
Ready to Go
One Last Reminder
References
Enterprise Culture (Enabler or Disabler?)
Lean Leadership-People and Process
Lean Leadership Is about People and Process
Senior and Middle Management Roles and Responsibilities
Leading by Focusing on People and Process to Achieve Performance Excellence
Winning by Process
Lean Enterprises Have the "Mind of Toyota"
Organization Structure and Business Process Design
Lean Enterprise Organizational Structure
Lean Enterprise Operational Management System
Process Design
Problem Solving
PDCA-Plan-Do-Check-Act
Frontline Management and Team Members
Team Leader Role
Team Member Role and Selection
Getting a Financial Return by Creating a Culture through Investing in People
Lean Enterprise Operational Planning and Execution Management
Hoshin Kanri-The LEOMS's PDCA Business Planning Process
Effects of Misalignment
Solution-Hoshin Kanri Purpose
Why Hoshin Kanri?
True North
Lean Enterprise Planning and Execution Management
X-Matrix
Catch Ball
A3
When Is an A3 Required?
Who Does the A3?
Applying A3 within the Hoshin Kanri Process
Periodic Review Process, the C in PDCA-Bowler
Hoshin Kanri Implementation Key Success Factors
Management Must Own the Process
Participation Spans All Management Layers
Identify and Ask the Right Questions
Deviation Requires Immediate Containment
Schedule and Perform Audits Regularly according to the Plan
Communicate Results and Hold the Organization Accountable
Organizational Deployment Approach and Model
Manage Implementation through an Executive Level Lean Leader
Training Process
Training Method
Audit and Review
Review and Finalize the Business Case
What Is the Compelling Vision? Formulating and Communicating the Cause
Creating Sustainable Competitive Advantage-Ten Steps to Success
Step 1 Commit to Investing in Startup Resources
Step 2 Manage the Plan
Step 3 Anticipate and Plan How You Will Overcome Resistance to Change
Step 4 Develop a Communication Plan
Step 5 Launch Lean Enterprise
LEOMS's Launch Readiness Assessment
Step 6 Selecting and Training the Implementation Teams
Step 7 Make Lean Enterprise a Company Wide Reality
Step 8 Build and Maintain Momentum by Achieving Early Results
Step 9 Relentless Pursuit of the End State
Step 10 Conduct Regular Operational Reviews at All Levels
Wave 1: Strategic Alignment
Launching the LEOMS Implementation
MMC Hardwiring Strategic and Operational Plan TTI's
MMC LEOMS Implementation Plan
LEOMS Implementation
Adopting the LEOMS
References
Goal of LEOMS's Seven Waves
LEOMS's Wave Implementation Model
Implementation Schedule
LEOMS's Leadership
Developing Team Members into an Army of Problem-Solving Scientists
Leaders as Teacher and Coaches
Train the Trainers
Team Members' Organizational Role and Responsibilities
Training Method
Lean Coach Development Assessment
Wave 2
VSM Assessment and Future State
Wave 2 LEOMS Implementation Dashboard
Plant Material Flow Plan Target State
Defining Value Streams
VSM-Assessing the System and Planning Improvement
Goal: Achieve the Value Stream "Target State"
Step 1 Value Stream Mapping Example: MMC
Shipping
Packaging
Assembly
Slitting, Forming, and Painting
Current State Value-Added Time and Performance
Step 2 Creating the Future State
Step 3 Third, Future State, and Current State Maps Are Compared to Define Improvement Projects
MMC Value Stream Improvement Projects
Initiate PFEP
Define and Manage Projects Using A3 and Bowler
Wave 3
Building the Foundation: Wave 3
Continuous Improvement through Problem Solving
Practical Benefits of 5S
Engagement Starts Now-Start Creating the Ninjutsu
5S Scorecard
Set Up Glass Wall Areas
Wave 4
Redesigning Work Cells: Wave 4
Work Cell Redesign
Effective Process Design
Natural Law of Waste
Creating a "Run to Standard and Target" Culture
Discipline in Process
Improvement Progress through Wave 4
Wave 5
Creating Synchronized Flow
Creating Level Pull across Value Stream Systems
Creating Finished Good Supermarkets
Regulating the System Rhythm-Pacemaker
In-Process Supermarkets
Create Integrated Material Delivery Routes
MMC Generation 2 Current State Value Stream Map
Wave 6
Continuous Improvement
Organizational PDCA Responsibilities
Continuous Improvement Cycle
Wave 7
Annual Strategic Planning Process
Build Expected Benefits into Annual Business Planning
Summary
References
SCOR Supply Chain Design, Assessment, and Improvement Processes
SCOR Level 1
SCOR Levels 2 and 3
SCOR Level 4 Work Flow and Level 5 Automation
SCOR Metrics
Supply Chain Improvement Example: MMC
Strategy-Driven Supply Chain Design, Operation, and Improvement
MMC Business Situation Analysis
MMC Value Discipline and Proposition-Driven Supply Chain Design, Operations, and Improvement
Value Proposition and Strategy Drive Operational Attributes and Metric Dashboard
Creating Supply Chain Dashboards
Reviewing Strategy
SCOR Benchmarking Results
Analyzing Competitors
Determining Parity, Advantage, and Superior Performance
Financial and Operational Benchmarking Sources
MMC Market Situation Analysis
Creating Value for Customers
Gathering Customer Information
Year 2 Business Plan
MMC Business Current State
MMC Year 2 Operational Improvement Plan
Business Plan Operational and Financial Targets to Improve
Expected Competitive Improvement
Improving Supply Chain Performance to Meet the Targets
Supply Chain Current State
Diagnosis-Find Opportunities to Improve
Documenting the Supply Chain Current State
Setting Supply Operational Improvement Targets
Establishing Benchmark Targets
Supply Chain Improvement Plan
MMC Year 2 Results
MMC Year 2 Operational Review
Benchmark Review
Supply Chain Competitive Strategy Assessment
Enabling the Supply Chain
References
Taiichi Ohno's LEOMS Vision
From Manufacturing to Services Industries
LEOMS Aligns Organizations to Increase Productivity and Quality
From the Shop Floor to the Enterprise
From Supply Chain Operational Processes to Transactional Processes
Increase Marketing Professionals' Value-Added Time.
Note continued: Increase Sales Representatives' Value-Added Time
In6-ease Customer Service Representatives' Value-Added Time
Increase Product Development and Commercialization Processes' Value-Added Time
Increase Human Resources' Value-Added Time
Increase Finance and Accounting Services' Value-Added Time
Increase IT Professionals and Systems' Value-Added Time
What Is the Process and Where to Start LEOMS's Business Process Improvement Implementation?
Segment Enterprise Business Processes
Continuous Improvement Purpose and Goal
Strategic Processes
Core Processes
Infrastructure Processes
MMC Transactional Process Segmentation
Preparing Organizations for Continuous Process Improvement
Engaging Department Team Members to Improve Their Processes
Transactional Business Process Mapping
MMC Order Fulfillment Process Improvement
Improving the Order Fulfillment Process
MMC Current State Order Fulfillment Process
Creating the MMC Order Fulfillment Process Future State
Define Required Improvements
Year-End Review
Factory Operations Report
Review Wrap-Up
References.