Improve
The Next Generation of Continuous Improvement for Knowledge Work
Improve: The Next Generation of Continuous Improvement for Knowledge Work presents lean thinking for professionals, those who Peter Drucker called knowledge workers. It translates the brilliant insights from Toyota's factory floor to the desktops of...
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Improve: The Next Generation of Continuous Improvement for Knowledge Work presents lean thinking for professionals, those who Peter Drucker called knowledge workers. It translates the brilliant insights from Toyota's factory floor to the desktops of engineers, marketers, attorneys, accountants, doctors, managers, and all those who "think for a living." The Toyota Production System (TPS) was born a century ago to an almost unknown car maker who today is credited with starting the third wave of the Industrial Revolution. TPS principles, better known as lean thinking or continuous improvement, are simple: increase customer value, cut hidden waste, experiment to learn, and respect others. As simple as they are, they are difficult to apply to the professions, probably because of the misconception that knowledge work is wholly non-repetitive. But much of our everyday work does repeat, and in great volume: approvals, problem-solving, project management, hiring, and prioritization are places where huge waste hides. Eliminate waste and you delight customers and clients, increase financial performance, and grow professional job satisfaction, because less waste means more success and more time for expertise and creativity.
This book is a valuable resource for leaders of professional teams who want to improve productivity, quality, and engagement in their organizations.
Bibliographische Angaben
- Autor: George Ellis
- Verlag: Elsevier Science & Technology
- EAN: 9780128095195
Autoren-Porträt von George Ellis
George Ellis has worked in product development for 35 years. He first experienced the concept of continuous improvement two decades ago through the Danaher Corporation, one of the world's foremost lean thinking companies. Danaher transformed itself in the 1980s, modeling its Danaher Business System (DBS) on the Toyota Production System. Ellis has had numerous leadership roles at Danaher, including Vice President of Global Engineering for X-Rite from 2015 to 2018. In 2019, Ellis joined Envista Holdings Corporation, a new spin-off from Danaher for the dental industry, as Vice President of Innovation. There he spends every day immersed in lean knowledge work, deploying, improving, and sustaining new product development workflows in EBS, Envista's brand of lean knowledge. He also wrote Project Management for Product Development, Control System Design Guide (4th edition), and Observers in Control Systems, all from Elsevier.
Inhaltsverzeichnis zu „Improve “
Foreword xiiiEndorsements xvPreface xviiAcknowledgments xxi1. 30% of what you think is wrong 12. A brilliant insight 173. Creating value from knowledge work 414. The lean equation 515. DIMINISH: Recognizing the 8 Wastes of Knowledge Work 656. Simplify, engage, and experiment 777. Reduce Waste #1: Discord 1098. Reduce Waste #2: Information Friction 1419. Reduce Waste #3: More-is-Better Thinking 16510. Reduce Waste #4: Inertia to Change 20711. Reduce Waste #5: No-Win Contests 21912. Reduce Waste #6: Inferior Problem Solving 22913. Reduce Waste #7: Solution Blindness 25314. Reduce Waste #8: Hidden Errors 26915. Standardize workflow 28716. Workflow improvement cycle 31117. Workflow-Checklists and expert rule sets 32118. Workflow-Problem Solve-Select 33319. Workflow-Visual management for initiatives and projects 34520. Workflow-Visual management with buffer 36721. Workflow-Kanban and Kamishibai: Just-In-Time Rationalization 40122. Workflow-Putting out "fires? 42723. Workflow-Visualizing revenue gaps 43924. Workflow-Leadership review of knowledge work 451
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