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    Station Eleven

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The Lean Practitioner's Handbook

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The Lean Practitioner's Handbook Cover

 

Synopses & Reviews

Publisher Comments:

While Lean Thinking is an established approach to developing a culture of continuous improvement, the process of implementing Lean in any organization can be complicated, with programs often ending in failure.

The Lean Practitioner's Handbook bridges the gap between the tools and the concepts of Lean and offers a practical, easily accessible resource for anyone preparing for, implementing or evaluating Lean activities. Eaton discusses key areas, such as: aspects of a Lean Program; scoping a program; value stream mapping; 2P and 3P events; rapid improvement events; managing for daily improvement; engaging the team; spotting problems and communicating progress.

For Eaton, Lean needs to be part of the organization's culture. Discussing Lean as it applies to organizational change and strategic planning, this book covers a wide variety of tools and concepts and explains how to apply them in practice.

Synopsis:

Managers in any organization and any sector, consultants and change managers

Synopsis:

The Lean Practitioner's Handbook bridges the gap between the tools and concepts of Lean and the practical use of the tools. It offers a practical, easily accessible resource for anyone preparing for, implementing or evaluating lean activities covering key areas such as: aspects of a Lean Program; scoping a program; value stream mapping; 2P and 3P events; Rapid Improvement Events; managing for daily improvement; engaging the team; spotting problems and communicating progress. In addition, it offers a quick snapshot summary of the key tool and concepts of Lean plus easily applicable templates.

About the Author

Mark Eaton is the MD and operations director of Amnis, a consultancy specializing in helping organizations prepare for, implement and sustain improvement using a combination of Strategic Planning, Lean/Sigma and Change Management approaches. Eaton is an Engineer by training but has spent the last 15 years involved in service improvement, business improvement and Lean in a variety of sectors.

Table of Contents

Introduction

01 Planning for Lean

Structuring a Lean programme

Dealing with the issues that arise

Myth buster

Closing thoughts

02 Key Lean concepts

What is Lean?

Overview of the Toyota Production System (TPS)

The 14 principles of the ‘Toyota Way

Toyota 4Ps - developing leadership commitment

Muda, mura, muri

The seven wastes (and eighth waste)

The fi ve principles of Lean

Comparing the Toyota Production System with Lean

Comparing Lean with other improvement methodologies

Closing thoughts

03 Scoping projects

An overview of scoping

Lean A3s

Project charters and project initiation documents

The practicalities of scoping

Scoping case study

Tactics for making scoping easier

Closing thoughts

04 Value stream mapping events

Key concepts in value stream mapping

Three-stage value stream mapping

Two-stage value stream mapping

Alternative approaches to value stream mapping

The practicalities of value stream mapping

Value stream mapping case study

Closing thoughts

05 2P/3P events

2P events

3P events

2P case study (local government)

2P case study (health care)

3P case study (manufacturing)

Closing thoughts

06 Rapid improvement events (RIE)

Key RIE concepts and tools

Running rapid improvement events

4-day RIE case study (manufacturing)

3-day RIE case study (health care)

1-day RIE case study (logistics)

Closing thoughts

07 Managing for daily improvement (MDI)

Managing for daily improvement: everybody, every day

Embedding the change after an RIE

Closing thoughts

08 Leader standard work (LSW)

Creating a culture to support Lean

The behaviours of Lean leaders

Daily, weekly, monthly LSW

Structured problem solving in LSW

Managing the process

Closing thoughts

09 Strategic planning

Strategic preparation

Policy deployment (hoshin kanri)

Transformation mapping

Enterprise level value stream mapping (ELVSM)

Closing thoughts

10 Engaging the team

Engaging individuals

Engaging people during Lean events

Dealing with difficult people

Closing thoughts

11 Ensuring success

The top three warning signs

The six elements of success

The bumpy road to Lean

Closing thoughts

12 Communications and celebrations

The purpose of communications

The purpose of celebrations

The style of communication

Types of communications

Types of celebrations

Presenting Lean topics

Closing thoughts

13 Key tools and concepts

Glossary

References

Index

Product Details

ISBN:
9780749467739
Author:
Eaton, Mark
Publisher:
Kogan Page
Author:
Mark, Eaton
Subject:
Management
Subject:
Business management
Copyright:
Edition Description:
Print PDF
Publication Date:
20130331
Binding:
TRADE PAPER
Language:
English
Pages:
328
Dimensions:
9 x 6 in

Related Subjects

Business » Human Resource Management
Business » Management
Business » Manufacturing and Product Development
Business » Project Management
Business » Strategy
Health and Self-Help » Health and Medicine » Nursing

The Lean Practitioner's Handbook New Trade Paper
0 stars - 0 reviews
$36.25 In Stock
Product details 328 pages Kogan Page - English 9780749467739 Reviews:
"Synopsis" by , Managers in any organization and any sector, consultants and change managers
"Synopsis" by ,

The Lean Practitioner's Handbook bridges the gap between the tools and concepts of Lean and the practical use of the tools. It offers a practical, easily accessible resource for anyone preparing for, implementing or evaluating lean activities covering key areas such as: aspects of a Lean Program; scoping a program; value stream mapping; 2P and 3P events; Rapid Improvement Events; managing for daily improvement; engaging the team; spotting problems and communicating progress. In addition, it offers a quick snapshot summary of the key tool and concepts of Lean plus easily applicable templates.

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