Download Staying Lean: Thriving, Not Just Surviving, Second Edition by Peter Hines PDF
By Peter Hines
The 1st variation of this hugely acclaimed booklet bought a Shingo learn booklet Prize in 2009. Explaining how one can create and maintain a Lean company, it Cogent Power’s first Lean Roadmaps alongside their trip. given that then, a lot has replaced. a number of individuals of Cogent Power’s senior administration have moved on, metal costs have declined, and the credits quandary has sparked an risky international economic system. Set opposed to those advancements, Staying Lean: Thriving, not only Surviving, moment variation experiences on Cogent Power’s reaction to those issues—detailing how they labored via their 3rd Lean Roadmap. It additionally: courses readers with quite simply reproducible suggestion and an easy-to-follow version for maintaining Lean advancements offers a case research of a winning multinational Lean implementation Covers a six-year Lean transformation from begin to end, illustrating the applying of 3 designated roadmaps concentrating on how one can maintain switch, the recent variation of this bestselling reference, illustrates the adventure of a multi-national corporation that effectively carried out Lean in its production and advertisement operations. according to a version of sustainable switch, the textual content defines by means of instance the weather of winning Lean administration which are usually tricky to emulate in addition to the extra noticeable gains of method administration.
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Additional info for Staying Lean: Thriving, Not Just Surviving, Second Edition
The best way of checking this is to see how the organization measures and monitors progress using Key Performance Indicators (KPIs). We believe that there must always be a link between the KPIs, the strategy, and the Lean improvement projects. KPIs that are not linked directly to business goals take away valuable resources, and this is a waste. So it is very important that the KPIs are clearly aligned with the overall goals and that they drive the right behaviors. © 2011 by Peter Hines, Pauline Found, Gary Griffiths and Richard Harrison Strategy and Alignmentâ•… ◾â•… 37 To gain commitment and ownership, employees need to feel involved in setting the KPIs so that they are clear about their own part in the overall scheme; if everyone shares in the vision and can see how it all fits together, they will understand the importance of meeting their own targets.
2011 by Peter Hines, Pauline Found, Gary Griffiths and Richard Harrison Strategy and Alignmentâ•… ◾â•… 43 is because it is important that the organizational structure and management team are capable of delivering the strategy and that they all are aligned toward the same common goals. You will hear more about this in the leadership and behaviors chapters. You have to make sure that it is the right organizational model and that these are the right people. If they are not the right people, it doesn’t mean that Lean is not right.
3 to check your own personal engagement. What about your colleagues? How engaged are they? 3â•… Check your own personal engagement. Engagement area Strongly Disagree Neither Agree Strongly disagree agree nor agree disagree I enjoy my job and am clear of what is expected of me. My job gives me a strong sense of achievement. I am clear what I need to do to improve. I am keen to make improvements. I enjoy working with my colleagues. My working environment is pleasant. 7â•… Stages of a Lean journey (Source: Chris Craycroft, Whirlpool).