New PDF release: Building a lean service enterprise: reflections of a lean

By Debashis Sarkar

ISBN-10: 1351722255

ISBN-13: 9781351722254

ISBN-10: 149877959X

ISBN-13: 9781498779593

This ebook presents an diversified set of reflections/lessons from the "trenches" of Lean provider and brings to fore management demanding situations, new instruments, and the known-unknowns (insights that only a few comprehend yet many in trip of Lean transformation have to know). Lean has the power to handle a variety of difficulties confronted by means of provider businesses, equivalent to: complexity aid, revenues strength productiveness enhancement, operations chance regulate, fee management, combining scale with flexibility, carrier excellence and bettering worker morale and involvement. a number of the rules mentioned within the e-book are in accordance with the author's first-hand adventure in Lean implementation.

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Extra info for Building a lean service enterprise: reflections of a lean management practitioner

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It becomes a further challenge when there is passivity or no commitment from the chief executive officer (CEO) regarding Lean transformation. Here, the Lean Change Leader first has to take the CEO on board and then other members of the top management team before embarking on Lean efforts. It’s easy to say that the CEO is not interested to what one wants to do. You cannot throw in the towel at this point. Actually, influencing all involved is the first test of the leadership depth of a Lean Change Agent.

All that Tim could do was map processes in the organization and some small local Lean process improvements. Since his was a high-cost hire, there were repeated murmurs in the company concerning the type of value that he was adding and if it was commensurate with the money he was being paid. In all his performance reviews, he was told that he was not adding value. Finally, after 2 years, he was told to leave the company as they did not see value in his work. What happened to Tim Noble is representative of what happens when Lean Change Agents make the wrong decision in choosing which 9 10 • Building a Lean Service Enterprise organization to join.

31 • Infectious Energy: The Lean Change Leader engages others through the infectious energy and positivity that he brings to the table. People join him because they love being with him and love his charismatic leadership. • Rewards/Affiliation: This is specifically for those leaders who are hankering for recognition or visibility. They come on board because they know they could receive an award or may come in contact with the CEO or be visible on his radar. This is something the Lean Change Leader has to quickly grasp before proposing what needs to be done.

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Building a lean service enterprise: reflections of a lean management practitioner by Debashis Sarkar


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