Lean Empowerment and Respect for People The Evolution of Lean Production Systems

Lean Empowerment and Respect for People The Evolution of Lean Production Systems

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Lean Production will no longer serve the contemporary workforce: Knowledge workers. If you are reading this, you are likely a knowledge worker who deserves more than a repackaging of the same ideas

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Bibliographische Detailangaben
1. Verfasser: Gundlach, Trevor (VerfasserIn)
Format: Elektronisch E-Book
Sprache:English
Veröffentlicht: Oxford Productivity Press 2024
Ausgabe:1st ed
Online-Zugang:DE-2070s
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Inhaltsangabe:
  • Cover
  • Half Title
  • Title Page
  • Copyright Page
  • Dedication
  • Table of Contents
  • List of Figures
  • Acknowledgments
  • About the Author
  • Introduction
  • Outline
  • Literary Context: Primary and Secondary Sources
  • Historical Context: Mass, Craft, and Lean Production Systems
  • Mass Production System
  • Craft Production System
  • Lean Production System
  • Lean Empowerment System
  • Philosophical Context: The Two Seasons of Lean
  • Control and Breakthrough (Juran)
  • Maintenance and Kaizen (Improvement) (Imai)
  • Experiential Context: Stories
  • Notes
  • Part I: Theory
  • Chapter 1: The Vices of Production and the Virtues of Empowerment
  • Virtue and Vice
  • Virtue and Vice Are Communal Terms
  • Virtue and Vice Develop Gradually
  • Virtue Is the Balance Between Deficiency (Vice) and Excess (Vice)
  • Vice 1: Hero Dependence
  • Excess: Fabricated Villains
  • Deficiency: Martyrdom
  • Virtue: Ordinariness
  • Reward Laziness
  • Devalue "Hard Work"
  • Remove the Underbrush
  • Vice 2: Management Dependence
  • Excess: Taking the Burden
  • Deficiency: Stealth Transformation
  • Virtue: Peer Problem Solving
  • Vice 3: Project Dependence
  • Excess: Megalomania
  • Deficiency: Project Managers
  • Virtue: Kaizen
  • Vice 4: Urgency Dependence
  • Excess: Flavor of the Week
  • Deficiency: Self-Against Strategies
  • Virtue: Design
  • Notes
  • Chapter 2: Lessons Learned from Lean Production
  • Discontinuous Improvement Projects
  • The Method
  • The Lessons Learned (Virtues)
  • No Virtues (Ordinary People, Peer Problem Solving, Kaizen, or Design)
  • Learning #1
  • Learning #2
  • Learning #3
  • Learning #4
  • The Shortcomings (Vices)
  • Project Dependence
  • Urgency Dependence
  • QC Circles
  • The Method
  • The Lessons Learned (Virtues)
  • Ordinary People
  • Peer Problem Solving
  • Kaizen: Projects vs Experiments
  • Kaizen: Months vs Weeks
  • Design - Purposeful Siloes
  • The Shortcomings (Vices)
  • Management Dependence
  • Hero Dependence
  • Urgency Dependence
  • Daily Management
  • The Method
  • The Lessons Learned (Virtues)
  • Design
  • The Shortcomings (Vices)
  • Urgency Dependence
  • Management Dependence Control
  • Management Dependence - Timetables
  • Summary of Learnings
  • Learnings from Successes (Virtues of Empowerment)
  • Learnings from Shortcomings (Vices of Production)
  • Notes
  • Part II: Practice
  • Chapter 3: The Lean Empowerment System
  • System, People, Process, and Technology
  • Complexity Is Layered Simplicity
  • Notes
  • Chapter 4: System
  • The Elements: Reductionism and Systems Thinking
  • The Relationship Between Elements: Trinitarian Theology
  • The Purpose of a System: Telos
  • Three System Models
  • Self-Organizing: Open-Source System
  • Self-Aware: Microsystem
  • Organic: Complex Adaptive System (CAS)
  • Notes
  • Chapter 5: People
  • Lateral Leaders
  • Change Agents
  • Primary Source: Toussaint
  • Attractors
  • Primary Sources: TWI (Training Within Industry), Shingo
  • Experienced Amateurs
  • Primary Sources: Juran, Deming, Shewart
  • The Gemba Incarnate
  • Primary Source: Imai
  • Artisans
  • Primary Source: Juran
  • Internal Consultants
  • Primary Sources: Imai, Toussaint
  • Sensors
  • Primary Sources: Juran, Deming, Shingo, Training Within Industry (TWI)
  • Induction Educators
  • Primary Source: Training Within Industry (TWI)
  • The Job of Lateral Leaders
  • The Process Improvement Team
  • Notes
  • Chapter 6: Process
  • Kaizen
  • Change: From Kai to Zen, and Back Again
  • Suggestion System
  • The History: TWI (Training Within Industry)
  • The Context: Psychological Safety
  • The Data: Quantifying Improvement
  • A Warning: Motivation and Rewards
  • Standard Work
  • The Problem: Variation
  • The Solution: Standardization
  • But Wait... Don't Standards Threaten My Freedom?
  • How to Write Standard Work (SDCA)
  • The Float and the 80/20 Rule
  • The "Middle Flow"
  • Habits, Error-Proofing, and Choice Architecture
  • National Standards Are Starting Points
  • Beware the Binder
  • How to Improve Standard Work (PDCA)
  • Constructive Complaining
  • The Role of Managers When Standards Exist
  • Standard Work for Leaders
  • Leader Standard Work vs. Standard Work for Leaders
  • Can We Standardize the Work of Leaders?
  • Communication: Silence the Crying Wolf
  • Tasks: Checklists and Visual Task Boards
  • Productive Forgetfulness
  • My Tasks
  • Unfocused
  • Forgetful
  • Anxious
  • Others' Tasks for Me
  • What Should I Forget? Search Engine
  • Notes
  • Chapter 7: Technology
  • Tools for Accountability
  • Frontline Staff: Data
  • Data
  • Job Duty Assignment
  • Improvement Methodology
  • Leadership: Strategic Framework
  • Tools for Personal Development
  • Personal: Work-Life Integration
  • Relational: Mentorship
  • Communal: Digital Collaboration Platforms
  • Notes
  • Conclusion
  • Note
  • Index

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