These are some of the books, selected from the Amazon.com library, I would recommend to people in the Service Industry to better understand the World Class Performance philosophy. Click on each book's link for more details.
The Machine That Changed the World: The Story of Lean Production
by James P. Womack, Daniel T. Jones, and Daniel Roos
When The Machine That Changed the World was first published in 1990, Toyota was half the size of General Motors. Today Toyota is passing GM as the world's largest auto maker and is the most consistently successful global enterprise of the past fifty years. This management classic was the first book to reveal Toyota's lean production system that is the basis for its enduring success.
Now reissued with a new Foreword and Afterword, Machine contrasts two fundamentally different business systems -- lean versus mass, two very different ways of thinking about how humans work together to create value. Based on the largest and most thorough study ever undertaken of any industry -- MIT's five-year, fourteen-country International Motor Vehicle Program -- this book describes the entire managerial system of lean production.
Nearly twenty years ago, Womack, Jones, and Roos provided a comprehensive description of the entire lean system. They exhaustively documented its advantages over the mass production model pioneered by General Motors and predicted that lean production would eventually triumph. Indeed, they argued that it would triumph not just in manufacturing but in every value-creating activity from health care to retail to distribution.
Today The Machine That Changed the World provides enduring and essential guidance to managers and leaders in every industry seeking to transform traditional enterprises into exemplars of lean success.
Lean Thinking : Banish Waste and Create Wealth in Your Corporation
James P. Womack, Daniel T. Jones
In the revised and updated edition of Lean Thinking: Banish Waste and Create Wealth in Your Corporation, authors James P. Womack and Daniel T. Jones provide a thoughtful expansion upon their value-based business system based on the Toyota model. Along the way they update their action plan in light of new research and the increasing globalization of manufacturing, and they revisit some of their key case studies (most of which still derive, however, from the automotive, aerospace, and other manufacturing industries). The core of the lean model remains the same in the new edition. All businesses must define the "value" that they produce as the product that best suits customer needs. The leaders must then identify and clarify the "value stream," the nexus of actions to bring the product through problems solving, information management, and physical transformation tasks. Next, "lean enterprise" lines up suppliers with this value stream. "Flow" traces the product across departments. "Pull" then activates the flow as the business re-orients towards the pull of the customer's needs. Finally, with the company reengineered towards its core value in a flow process, the business re-orients towards "perfection," rooting out all the remaining muda (Japanese for "waste") in the system.
Despite the authors' claims to "actionable principles for creating lasting value in any business during any business conditions," the lean model is not demonstrated with broad applications in the service or retail industries. But those manager's whose needs resonate with those described in the Lean Thinking case studies will find a host of practical guidelines for streamlining their processes and achieving manufacturing efficiencies.
Lean Solutions: How Companies and Customers Can Create Value and Wealth Together
by James P. Womack and Daniel T. Jones
American and European feelings towards Japanese business practices have varied dramatically through the last few decades. In the late 1970s and 1980s, a wave of fear swept through many Western leaders as they contemplated Japan's stunningly rapid rise from the ashes of World War II. Then more recently, as the 1990s and early 2000s saw stagflation gripping the Japanese economy, and knowledge-based innovation in technology and financial services bringing unprecedented prosperity to many Western countries, a feeling of vindication (and sometimes smugness) returned to those same corporate chieftains. Most recently, perhaps, the pendulum of conventional wisdom has begun to swing back to a middle position, in between the extremes of adulation and disdain: respect for the positive contributions of Japanese business culture, without blind acceptance. It's with this spirit that the authors of Lean Solutions offer their insightful observations about process design and service delivery in modern companies.
James Womack and Daniel Jones are well-recognized contributors to the lean-business movement. Lean Solutions is the consultants' fifth book together, following earlier works like Lean Thinking and The Machine That Changed the World, and springs as before from their keen interest in Japanese business methods and philosophy. What compels them to write yet another book, though, given the well-established literature on lean business?
The authors offer an intriguing description of their mission at the beginning of this latest book. Principles of lean design have in fact been adopted by many Western businesses, they acknowledge, and manufacturing quality has steadily risen as a result. Yet customers remain often dissatisfied with their experiences. The cause? To Womack and Jones, the answer rests in a myopic application of lean business principles: companies have successfully improved their manufacturing and product-development environments, but they have not had a large enough view of the overall customer relationship, and of the need for leanness in all aspects of companies' interactions with customers.
Put another way: in Lean Solutions, readers find a new and much broader conceptualization of how lean-business methods--which, to be fair to Womack and Jones, have evolved so that they can claim a global heritage as much as a Far Eastern one--might apply across entire customer experiences, rather than just manufacturing processes. The structure of Lean Solutions centers on 6 requests that the authors believe customers implicitly demand from their vendors: "Solve my problem completely; don't waste my time; provide exactly what I want; deliver value where I want it; supply value when I want it; and reduce the number of decisions I must make to solve my problems."
With a compelling mix of case studies, and illuminating thought experiments in industries ranging as widely as shoe manufacturing, health care delivery, auto repair, and grocery shopping, Womack and Jones walk readers through careful explanations of how lean thinking might be expanded beyond the factory floor to broader business problems. Lean Solutions isn't for all readers. It rests on an appreciation of the large cumulative effects that many small processes can have on business, and it requires patience from those who want to learn the secrets of lean business.
Going Lean: How the Best Companies Apply Lean Manufacturing Principles to Shatter Uncertainty, Drive Innovation, and Maximize Profits
by Stephen A. Ruffa
Going Lean sets aside the notion that efficient operations and powerful inno≠vations are only possible when business is steady and demand is growing. Instead, companies must learn that sudden shifts or unpredictable conditions need not undermine their results. Led by a new breed of companies -Toyota, Wal-Mart, and Southwest Airlines--a powerful, yet unexpected mindset is reshaping the rules for business competitiveness. By using Lean Dynamics TM--based on the now-famous Toyota Production System--companies everywhere can thrive in virtually any environment. In Going Lean, readers will learn how to:
- become broadly effective in creating and sustaining value
- set a critical foundation for achieving sustained excellence
- identify sources of lag and create robust value streams that thrive in today's dynamic conditions
- describe the underlying techniques to maintain steady and predictable flow
- create a system based on "pull," or external demand that consistently introduces new innovation even during severe downturns
- strive for perfection
- deliver industry-leading returns
Lean Transformation: How to Change Your Business into a Lean Enterprise
by Bruce A. Henderson, Jorge L. Larco, and Stephen H. Martin
Known in manufacturing among those striving to maximize productivity and create pull-scheduling of production as "the yellow book," Lean Transformation: How to Change Your Business into a Lean Enterprise is used across the globe by companies as they switch to lean production and management by empowered teams. Touted by lean production experts everywhere as practical, down-to-earth, and easy to read, it warns of cultural issues that are almost certain to arise, and gives management step by step instructions as it explains clearly in terms anyone can understand such concepts as continuous flow, value stream mapping, kanban, kaizen, six sigma, just-in-time (JIT), techniques for converting to quick set-ups, and other pillars of the Toyota Production System. Indeed, Toyota may have been the first, but Toyota is not the only company that excels at lean manufacturing. Dell Computers provides another model of a successful lean enterprise as do Harley-Davidson and Pella Windows. Learn why initial improvements of 40 percent in direct labor productivity and a 50 percent reduction in the space required for manufacturing are routine when production and assembly are converted to continuous flow. Lean Transformation is chock full of real life examples of value stream mapping, how kanban can resolve material supply issues, how kaizen brainstorming can result in startling improvements overnight, how just-in-time (JIT) frees mountains of money tied up in work-in-progress, why six sigma quality needs to be built in and not inspected in, how bottlenecks can be eliminated, kanban snafus spotted before they happen, and how instilling a championship mentality in cross-functional teams can lead to increased productivity and continuous improvement that doesn't stop after the initial kaizen event.
It doesn't take a genius to know that the low cost producer that meets customers "want" dates 99% of the time yet carries only two days inventory has a tremendous competitive advantage. So put value stream mapping, just-in-time (JIT), six sigma, kanban, kaizen, continuous flow, empowered teams, and all the other techniques you'll learn about in Lean Transformation to work. Order a copy for everyone involved in your transformation into a lean enterprise.
Creating a Lean Culture: Tools to Sustain Lean Conversions
by David Mann
Lean production has been proven unbeatable in organizing production operations, yet the majority of attempts to implement lean end in disappointing results. The critical factor so often overlooked is that lean implementation requires day-to-day, hour-by-hour management practices and skills that leaders in conventional batch-and-queue environments are neither familiar nor comfortable with.
Creating a Lean Culture helps lean leaders succeed in their personal batch-to-lean transformation. It provides a practical guide to implementing the missing links needed to sustain a lean implementation. Mann provides critical guidance on developing and using the key elements of a lean management system, including: leader standard work, visual controls, daily accountability processes, maintaining a process focus, managing key HR issues, and much more. In addition, a questionnaire is included to help assess current management practices and monitor progress.
Highlights: Distinguishes the much-discussed, abstract concept of "lean culture" from the concrete, implementable practices of lean management. Describes and illustrates 4 key principles of lean management: leader standard work; visual controls; daily accountability process, and discipline. Shows how visual controls bring process focus to life, tie in lean's requirement for highly disciplined execution, and make leaders' new jobs far easier to explain, model and evaluate. Moves beyond models and theories of lean management to show how to implement the daily practices that are the key to implementing and sustaining a lean transformation. Lots of case examples, figures and photographs.
Lean Performance ERP Project Management: Implementing the Virtual Lean Enterprise, Second Edition
by Brian J. Carroll
Lean thinking is too often narrowly focused on physical processes, causing serious shortcomings, which limit Leanís substantial benefits. Revised to consider the emerging global economy, Lean Performance ERP Project Management, Second Edition integrates strategy, people, process, and information technology into a project management methodology that applies Lean Thinking to all processes. It leverages Lean principles, tools, and practices to improve and then continuously improve management decision processes, information/support processes, and their linkages to Lean physical processes.
New in the Second Edition:
- Provides project managers an overview of lean benefits and challenges to present to Lean Sponsors and Lean Transformation Steering Committees
- Presents a strategy for ERP project managers dealing with Chinese-based manufacturing
- Includes a refreshed discussion of current events in the transition to lean in the global economy
- Discusses new developments such as e-kanban, Radio Frequency Identification (RFID), Customer TAKT, and Operational TAKT
- Features a case study of the Lean Commerce system implemented by Toyota North America
Based on the authorís practical management and consulting experience, Lean Performance ERP Project Management: Implementing the Virtual Lean Enterprise clearly demonstrates that a lean tool kit requires the participation from all departments of an organization, from product development to fulfillment.
The Goal: A Process of Ongoing Improvement
by Eliyahu M. Goldratt and Jeff Cox
Alex Rogo manages a failing manufacturing plant, and his marriage is on shaky ground due to his long work hours. When his district manager tells him that profits must increase or the plant will be closed, Alex realizes he needs help. He turns to Jonah, a former professor, whom Alex discovers is now a management consultant (although Jonah's field is physics). With the help of the enigmatic Jonah and the plant staff, Alex turns the plant around while at the same time abandoning many management principles he previously thought were ironclad. This multivoiced presentation is lively and interesting and offers food for thought for managers in any field. The performances are natural and unaffected, with sound effects to enhance the illusion of reality. Although it is a novel, this title is more appropriate for business collections.
Theory of Constraints
by Eliyahu M. Goldratt
Theory of Constraints walks you through the crucial stages of a continuous program: the five steps of focusing; the process of change; how to prove effect-cause-effect; and how to invent simple solutions to complex problems. Equally important, the author reveals the devastating impact that an organization's psychology can have on the process of improvements. Theory of Constraints is a crucial document for understanding what it takes to achieve manufacturing breakthroughs.
About the Author
One of the world's most sought after business leaders - author and educator, Dr. Eli Goldratt. Eli Goldratt had been described by Fortune Magazine as a "guru to industry" and by Business Week as a "genius." His charismatic, stimulating, yet sometimes unconventional style has captured the attention of audiences throughout the world. Eli is a true thinker who provokes others to think.
Eli Goldratt is the creator of the Theory of Constraints (TOC) and is the author of 8 books, including the business best sellers The Goal, It's Not Luck, and Critical Chain. Goldratt's Theory of Constraints is used by thousands of companies, and is taught in hundreds of colleges, universities, and business schools. His books have sold over 3 million copies and have been translated into 23 languages. Goldratt's fascinating work as an author, educator and business pioneer had resulted in the promulgation of TOC into many facets of society and has transformed management thinking throughout the world.
In Search of Excellence : Lessons from America's Best-Run Companies
by Thomas Peters
.........Peters and Waterman studied more than 43 successful American companies. The companies specialized in a number of areas: consumer goods, high technology, and services. What he discovered was that regardless of how different each company was, they shared eight basic principles of management that anyone can use on their way to success........
The Fifth Discipline : The Art and Practice of the Learning Organization
by Peter M. Senge
Not only is the learning organization a new source of competitive advantage, it also offers a marvelously empowering approach to work, one which promises that, as Archimedes put it, "with a lever long enough... single-handed I can move the world....."
A Passion for Excellence: The Leadership Difference
by Nancy Austin and Thomas J Peters
A Passion For Excellence is the single most existing, inspiring, career-transforming book ever published for people who want to get ahead. It takes you behind, the scenes in some of the most successful organizations and analyzes what makes them distinctive.Here are real people, real companies, real numbers. Here is what you need to know about the crucial elements of success: constant innovation, staying in touch with customers, encouraging the contributions of everyone in the company, and maintaining the integrity that is basic to leadership. Here are the secrets of building excellence.
Thriving on Chaos: Handbook for a Management Revolution
by Tom Peters
From Publishers Weekly
Addressing American industry's continuing decline in foreign and domestic markets, Peters (In Pursuit of Excellence) here offers a detailed plan for unstructured business activity in which some readers will see not only chaos but anarchy. Nevertheless, the author's perception of high quality as a determining consumer motivation and his radical recipe for achieving it are persuasive. Noting that smaller service-oriented businesses like Federal Express prosper while mammoth GE and GM falter, Peters would largely eliminate top-heavy management superstructures in favor of creative worker involvement and customer participation, with supervisors on hand to encourage. This textbook cites dozens of specific business situations and person-to-person responses in support of its step-by-step instructions for turning a failing enterprise aroundif those involved can act fast. 150,000 first printing; Fortune Book Club main selection.
From Library Journal
In contrast to the mass of oversimplified business survival manuals, this one justifies itself. After demonstrating in his previous books ( In Search of Excellence , with Robert Waterman, and A Passion for Excellence ) what he calls the "nice-to-do" in order for an organization to achieve success, Peters now proposes the "must-do" to survive in explosively changing times. His 45 "prescriptions" for survival boil down to enlightened leadership through innovation and flexibility in management style and organizational structure. Essential. A.J. Anderson, G . S.L . I . S . , Simmons Coll., Boston. Copyright 1987 Reed Business Information, Inc.
Reengineering the Corporation : A Manifesto for Business Revolution
by Michael Hammer and James Champy
An important book that describes the principles behind a new and systematic approach to structuring and managing work. . . Whether they are chief executives, functional executives, or professionals, decision makers need to read this book....
Assessing Business Excellence : A Guide to Self-Assessment
by Steve Tanner
......presents a strategic framework for business excellence and total quality management and shows how you can be actively involved in continuous improvement by systematically reviewing your business activities and results against holistic business excellence frameworks.
The Tipping Point: How Little Things Can Make a Big Difference
by Malcolm Gladwell
"The best way to understand the dramatic transformation of unknown books into bestsellers, or the rise of teenage smoking, or the phenomena of word of mouth or any number of the other mysterious changes that mark everyday life," writes Malcolm Gladwell, "is to think of them as epidemics. Ideas and products and messages and behaviors spread just like viruses do." Although anyone familiar with the theory of memetics will recognize this concept, Gladwell's The Tipping Point has quite a few interesting twists on the subject. For example, Paul Revere was able to galvanize the forces of resistance so effectively in part because he was what Gladwell calls a "Connector": he knew just about everybody, particularly the revolutionary leaders in each of the towns that he rode through. But Revere "wasn't just the man with the biggest Rolodex in colonial Boston," he was also a "Maven" who gathered extensive information about the British. He knew what was going on and he knew exactly whom to tell. The phenomenon continues to this day--think of how often you've received information in an e-mail message that had been forwarded at least half a dozen times before reaching you.
Gladwell develops these and other concepts (such as the "stickiness" of ideas or the effect of population size on information dispersal) through simple, clear explanations and entertainingly illustrative anecdotes, such as comparing the pedagogical methods of Sesame Street and Blue's Clues, or explaining why it would be even easier to play Six Degrees of Kevin Bacon with the actor Rod Steiger. Although some readers may find the transitional passages between chapters hold their hands a little too tightly, and Gladwell's closing invocation of the possibilities of social engineering sketchy, even chilling, The Tipping Point is one of the most effective books on science for a general audience in ages. It seems inevitable that "tipping point," like "future shock" or "chaos theory," will soon become one of those ideas that everybody knows--or at least knows by name.
From Publishers Weekly
The premise of this facile piece of pop sociology has built-in appeal: little changes can have big effects; when small numbers of people start behaving differently, that behavior can ripple outward until a critical mass or "tipping point" is reached, changing the world. Gladwell's thesis that ideas, products, messages and behaviors "spread just like viruses do" remains a metaphor as he follows the growth of "word-of-mouth epidemics" triggered with the help of three pivotal types. These are Connectors, sociable personalities who bring people together; Mavens, who like to pass along knowledge; and Salesmen, adept at persuading the unenlightened. (Paul Revere, for example, was a Maven and a Connector). Gladwell's applications of his "tipping point" concept to current phenomena--such as the drop in violent crime in New York, the rebirth of Hush Puppies suede shoes as a suburban mall favorite, teenage suicide patterns and the efficiency of small work units--may arouse controversy. For example, many parents may be alarmed at his advice on drugs: since teenagers' experimentation with drugs, including cocaine, seldom leads to hardcore use, he contends, "We have to stop fighting this kind of experimentation. We have to accept it and even embrace it." While it offers a smorgasbord of intriguing snippets summarizing research on topics such as conversational patterns, infants' crib talk, judging other people's character, cheating habits in schoolchildren, memory sharing among families or couples, and the dehumanizing effects of prisons, this volume betrays its roots as a series of articles for the New Yorker, where Gladwell is a staff writer: his trendy material feels bloated and insubstantial in book form. Agent, Tina Bennett of Janklow & Nesbit. Major ad/promo. (Mar.). Copyright 2000 Reed Business Information, Inc.
World-Class Customer Satisfaction
by Jonathan D. Barsky
........presents clear sighted analysis and practical applications to the subjects most affecting customer satisfaction. Breakthrough examples from Wal-Mart, American Express, McDonalds, Marriot, IKEA, and others reveal how these organizations are able to provide world-class customer satisfaction. World-Class Customer Satisfaction is a brilliant, fast-paced book that will hold readers' interest and change the way readers handle their business and their customers. From a tiny shop to a Fortune 500 company, to a nonprofit or a public sector organization, any business can realize immediate benefits from this book. With colorful examples illustrating savvy principles and invaluable techniques, this book provides ideas and concepts on how to adapt the world's leading practices to your own organization. World-Class Customer Satisfaction will show readers how to take action: integrate the most explosive advance in service quality, reengineering, cutomer loyalty, and competitive benchmarking into your organization; use the author's customer satisfaction scoring system to create new profit opportunities; inject momentum into your marketing efforts with revolutionary new methods that let your customers set the agenda; execute rapid changes using an easy-to-follow eight-step program.
The Benchmarking Workbook: Adapting the Best Practices for Performance Improvement
by Gregory H. Watson
Managers today need benchmarking to anticipate trends and maintain competitive advantage. This practical workbook shows you how to do your own benchmarking study. Watson's discussion includes a case study that takes you through each step of the benchmarking process, raises thought-provoking questions, and provides examples of how to use forms for a benchmarking study.
Benchmarking-Theory and Practice
by Asbjorn Rolstadas
This book contains a collection of papers presented at the IFIP workshop on Benchmarking held in Trondheim, Norway, in June 1994. Most books available on the market tend to cover the basic theory of benchmarking. However, since this book is based on recent research papers it focuses more on presenting the latest trends within the field of benchmarking. The contributors range from experienced industrial benchmarkers to academic researchers within benchmarking, TQM and other related areas. The papers in the book are grouped into five Parts: management issues, modelling, performance measurements, tools and techniques, and applications. In addition, a set of shorter position papers is included. Finally, reports from three sessions of group work taking place at the workshop describe the major findings from the event. The group work sessions focus on three areas: how to implement benchmarking; modelling for benchmarking; and performance indicators. Lecturers and researchers in the areas of industrial engineering, quality management and business development, and middle and higher management in business or technology-oriented positions, will find this book invaluable.
Best of Class: Building a Customer Service Organization
by Ken Shelton
Lean for Service Organizations and Offices: A Holistic Approach for Achieving Operational Excellence and Improvements
by Debashis Sarkar
Service organizations and offices worldwide are beginning to realize that only those companies that are efficient and able to meet the changing needs of customers will survive the fierce competition of the marketplace. Adopting lean puts anyone in a position more likely to build an intimate relationship with customers and build a foundation of operational excellence. Lean as a philosophy is new to the service companies, and many of them struggle to find the correct approach for its adoption. Many declare early victory after a few successful projects only to realize that the benefits do not sustain over a period of time. This happens because they do not really know what it takes for a holistic lean implementation in a service organization. Lean has the ability to address a wide range of problems faced by service companies, such as: complexity reduction, sales force productivity enhancement, operations risk control, cost leadership, combining scale with flexibility, service excellence and improving employee morale and involvement. Many of the principles discussed in the book are based on the author s first-hand experience in lean implementation. Being from a practitioner s viewpoint, Lean for Service Organizations and Offices is light on theory and heavy on application, exactly what s needed for a holistic and comprehensive lean transformation.
Lean Office Demystified
by Don Tapping, Anne Dunn
Lean Office Demystified conveys the proven success of the Toyota Production System for administrative processes. The forms, graphs, illustrations, and worksheets are organized in a step-by-step manner in which anyone can apply these principles to the office. Each phase also includes a Readiness Guide that ensures you are ready to proceed to the next level. This book provides the complete blueprint, from start to finish, for planning and implementing your administrative improvements while maximizing employee performance. The Lean tools are defined relative to examples from manufacturing front offices, healthcare and its associated clinics and labs, as well as the financial services industry. This book provides all the necessary tools for you to achieve a Lean Office.
Value Stream Management for the Lean Office
by Don Tapping, Tom Shuker
Administrative functions represent up to 80 percent of the cost of doing business. Eliminating costly waste from administrative and office functions is a great way to increase your profit margin and a vital part of creating a total lean enterprise.
Tapping and Shuker take their Value Stream Management Storyboard and apply its 8-step process in the context of case studies in order processing, customer service, and other administrative office applications of lean. This text will provide you with a complete system for lean implementation in the office.
∑ Comprehensive case studies that highlight the applications of lean in an office environment
∑ A thorough overview of basic lean concepts
∑ Methods for identifying the administrative activities that need improvement
∑ The 8-step process for removing waste and reorganizing workflow for cost effective, efficient workflow
∑ Guidelines and checklists to help direct and maintain lean improvements
Creating the Ultimate Lean Office: A Zero-Waste Environment with Process Automation
by Raymond S. Louis
Manufacturing and service related businesses are heavily dependent on office and administrative processes, which can add up to 60% of all costs associated with meeting customer demand. Applying lean techniques to the office must begin with a new definition of waste, backed by a set of techniques designed to eliminate waste and streamline nonvalue-adding activities.
In Creating the Ultimate Lean Office, the definition of waste in the office goes one step further than the lean manufacturing definition, because any office activity that adds value or is necessary to perpetuate the business is considered waste if it is still manually performed although it can be cost-effectively automated. The technique employed to eliminate this waste of manually performing required activities is referred to as administration automation. It permits users to design processes to meet the needs of their environments, which are then automated without, in the majority of cases, changing source code.
- Introduces the challenges of attempting to apply current methodologies to create a lean office. It then provides the foundation and framework necessary to understand lean office tools that can eliminate waste and elevate the administration office from simply performing tasks to performing strategic-level activities.
- Describes in detail the system enhancement options that you can employ in automating the newly created lean processes developed by the business process improvement team.
- Specifies the "Seven Steps of Administration Automation" and explains in detail each of these steps necessary for creating a lean office with illustrative examples.
This book, in the hands of a business process improvement team applying due diligence, can create a lean office that can compete vigorously against the best organizations in the world.
The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes
by Beau Keyte and Drew Locher
"...a strategic lean tool that connects the value stream management of manufacturing processes to the rest of the enterprise!" -- Ron Fardell, Director of Lean, Textron, Inc.
"...it deserves a spot next to Learning to See." -- Peter Ward, Professor of Operations Management, Fisher College of Business, Ohio State University
"...the next generation of waste identification and elimination is in the business support functions." -- Dr. Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing, Utah State University
"The Complete Lean Enterprise is an excellent tool to guide the enterprising manager to a new lean process solution." -- Kent Sears, Vice President, Manufacturing Processes and Lean Implementation, General Motors Corporation
"Their method is practical, pragmatic and can easily be transferred to others. ... This is the Rosetta stone for VSM." -- Tom Berghan, Manager, Lean Systems, Esterline Korry
"The Complete Lean Enterprise is an excellent tool to guide the enterprising manager to a new lean process solution. The step-by-step instructions are easy for the beginner to follow, and the lean examples, team exercises, and mapping tips add a credible voice of experience to the manuscript. And, best of all, It works!" Kent Sears, VP, Manufacturing Processes and Lean Implementation, GM 06/01/04
"Keyte and Locher have provided a valuable contribution for identifying strategic operational value streams for administrative and office processes. They demonstrate that the next generation of waste identification and elimination is in the business support functions." Dr. Ross E. Robson, Executive Director, Shingo Prize, Utah State University 06/01/04
"This book is a must-read for leaders struggling to remove waste, reduce time, and improve responsiveness in white-collar processes. I expect to see well-worn copies of The Complete Lean Enterprise in offices everywhere ó it deserves a spot next to Learning to See." Peter Ward, Prof. of Operations Mgmt, Fisher College of Business 06/01/04
"Their method is practical, pragmatic and can easily be transferred to others. This is the book. This is the Rosetta stone for VSM." Tom Berghan, Manager, Lean Systems, Esterline Korry 06/01/04
"Beau and Drew have developed a strategic lean tool that connects the value stream management of manufacturing processes to the rest of the enterprise! This tool applies to Office and Manufacturing processes, providing a systematic approach to eliminate waste along the entire product delivering value stream." Ron Fardell, Director of Lean, Textron, Inc. 06/01/04
"this is a very welcome book in an expanding field. It is clear and easy to read, even for non-quality and non-lean people. Used well, it could be the lever by which significant further savings and improved business capability are built into many different enterprises."
THE COMPLETE LEAN ENTERPRISE: Value Stream Mapping for Administrative and Office Processes Beau Keyte and Drew Locher This new book provides a step-by-step approach to applying lean initiatives to the office environment. This title is a must read for those looking to improve their production support activities by identifying waste, establishing performance metrics, speeding up administrative workflow, and improving office efficiency.
Project Management for Bankers
by Harold Kerzner
...a must for projects and innovation in the Service Industry...
The Idea Book : Improvement Through Tei/Total Employee Involvement
by Japan Human Relations Association
At last, a book showing how to create Total Employee Involvement (TEI) and get hundreds of ideas from each employee every year to improve every aspect of your organization. Gathering improvement ideas from your entire workforce is a must for global competitiveness. The Idea Book, heavily illustrated, is a hands-on teaching tool for workers and supervisors to refer to again and again. Perfect for study groups, too.
The 5 Pillars of Tqm : How to Make Total Quality Management Work for You
by Bill Creech
.....Creech does not claim that TQM will produce either quick or miraculous fixes. In fact, he stresses that effectively attending and applying the five essential elements of his canon (commitment, leadership, organization, process, product) can be an exacting, even wrenching, experience.
Quality Function Deployment : Integrating Customer Requirements Into Product Design
by Yoji Akao
Edited and partially authored by Yoji Akao, the originator of QFD and a leader in the Japanese Total Quality Control movement, this volume reveals how this new systems engineering technique has been successfully customized and integrated with other aspects of management in the construction, process, service, and software industries.
Beyond Tqm : Tools & Techniques for High Performance Improvement
by Jack L. Huffman
The book is divided into seven sections that represent the seven critical initiatives that organizations face as unrelenting improvement becomes the norm. Section 1, Gathering and interpreting data. Section 2, Directing the improvement effort. Section 3, on teams. Section 4, Creativity tools for teams and individuals. Section 5, Solving problems. section 6, Optimizing decisions. Section 7, Improvement strategies and tactics.
Management for Quality Improvement : The Seven New Qc Tools
by Shigeru Mizuno
Building on the traditional seven QC tools, these tools were developed specifically for managers. They help in planning, troubleshooting, and communicating with maximum effectiveness at every stage of a quality improvement program. The tools presented in this book represent the most important advance in quality deployment and project management in recent years, and will help you expand the scope of quality efforts companywide.
Achieving Quality Through Continual Improvement
by Claude C. Burrill and Johannes Ledolter
The quality of goods, services and information products depends on the underlying processes that are needed for their creation and these processes must be designed, constructed, operated and continually improved. This book addresses the managerial aspects improving the quality of all processes to stay competitive in today's marketplace and provide the quality goods and services that are now demanded..
The Quality Improvement Handbook : Team Guide to Tools and Techniques
by Roger C. Swanson
...this useful book is a compendium of tools selected and arranged to support a team-based quality improvement effort. This handbook fulfills its purpose well and should be widely used for team efforts in many types of organizations.
.....a unique new reference for quality teams, Swanson uses an 8-Step Quality Improvement Model to address process improvement or reengineering opportunities. An excellent resource for both the service and manufacturing industries and environments, for both experienced and beginning teams. This book incorporates the seven quality tools, seven management tools, and an additional 20 tools and techniques. It offers experienced teams instructions on more advanced tools, with detailed guidelines on the basic tools for those less experienced.
Business Process Improvement : The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness
by H. James Harrington
.....how to apply quality improvement techniques originally developed for the manufacturing sector to service industries. How to Take the Lead in Business Process Management details how to do it, providing a step-by-step formula that helps companies improve quality and productivity in the support areas. Here in one comprehensive volume is all the information an organization needs to start the improvement process right away: how to determine customer needs and expectations and deliver the best service; how to establish which processes drive your business; how to create process improvement teams and train team leaders; how to eliminate bureaucracy, simplify the process, and reduce processing time; how to measure progress and provide feedback to participants; how to document the levels of improvement and certify operations and activities; and how to ensure ongoing improvement.
101 Creative Problem Solving Techniques : The Handbook of New Ideas for Business
by James M. Higgins
How many times have you wished that you had a creative problem solving book properly indexed so you can begin using the techniques right away? "101 Creative Problem Solving Techniques" helps you achieve these pronto. Divided into Personal and Group techniques, you can handily zoom in to possible solutions quickly.
Lateral Thinking : Creativity Step-By-Step
by Edward De Bono
Thinking is a skill that can be developed and improved if one knows how. An internationally known bestseller, this audio encourages the habit of lateral thinking to generate new ideas. Learn special techniques to accomplish this. Whether in a group or alone, the result is a triumph of entertaining education.
Serious Creativity : Using the Power of Lateral Thinking to Create New Ideas
by Edward De Bono
The Art of Thinking : A Guide to Critical and Creative Thought
by Vincent Ryan Ruggiero
If you can only master what this book teaches you will truely be an educated and clear thinking person. Very practical, easy to read and understand. This book teaches what most people never learn and desperately need to learn; how to be a quality analytical and creative thinker. Get it, read it over and over and apply it.
Six Thinking Hats
by Edward De Bono
This is a tremendous tool for anyone working in a corporate setting and looking for new ways to generate ideas and choose the right one.
Brainstorming : How to Create Successful Ideas
by Charles Clark
40 Tools for Cross-Functional Teams : Building Synergy for Break Through Creativity
by Walter J. Mihalski and Dana G. King
Building Team Power : How to Unleash the Collaborative Genius of Work Teams
by Thomas A. Kayser
By the author of the best-selling Mining Group Gold, Team Power offers ideas, tools and techniques for increasing team productivity in any environment: public or private sector; profit or nonprofit; service or manufacturing-based. Teamwork is fast becoming one of the most integral skills an employee can master. Written to guide team leaders and participants toward improved collaboration and cooperation, this helpful book offers easy-to-implement ideas, tools, and techniques for increasing team productivity in any environment.
Improving Work Groups : A Practical Manual for Team Building
by Dave Francis
Innovation and Entrepreneurship
by Peter F. Drucker
Peter Drucker's classic book on innovation and entrepreneurship.
This is the first book to present innovation and entrepreneurship as a purposeful and systematic discipline that explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. Superbly practical, Innovation and Entrepreneurship explains what established businesses, public service institutions, and new ventures need to know and do to succeed in today's economy.
About the Author
Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.
How to Win Friends & Influence People
by Dale Carnegie
This grandfather of all people-skills books was first published in 1937. It was an overnight hit, eventually selling 15 million copies. How to Win Friends and Influence People is just as useful today as it was when it was first published, because Dale Carnegie had an understanding of human nature that will never be outdated. Financial success, Carnegie believed, is due 15 percent to professional knowledge and 85 percent to "the ability to express ideas, to assume leadership, and to arouse enthusiasm among people." He teaches these skills through underlying principles of dealing with people so that they feel important and appreciated. He also emphasizes fundamental techniques for handling people without making them feel manipulated. Carnegie says you can make someone want to do what you want them to by seeing the situation from the other person's point of view and "arousing in the other person an eager want." You learn how to make people like you, win people over to your way of thinking, and change people without causing offense or arousing resentment. For instance, "let the other person feel that the idea is his or hers," and "talk about your own mistakes before criticizing the other person." Carnegie illustrates his points with anecdotes of historical figures, leaders of the business world, and everyday folks.
The 7 Habits of Highly Effective People
by Stephen R. Covey
Ken M. Radziwanowski AT&T School of Business Picture someone going through the best experience they've ever had in terms of training -- that's what they say. People credit The 7 Habits with changing their lives, with getting back on track personally and professionally.
Team Decision-Making Techniques : A Practical Guide to Successful Team Outcomes
by Keith P. Kelly
Making a decision on your own can be trying, but making a decision as a group can be even more difficult. By using the clear and concise techniques provided, the team decision-making process can be easier and more effective.
The Reengineering Revolution : A Handbook
by Michael Hammer and Steven Stanton
In his phenomenally bestselling Reengineering the Corporation, Michael Hammer set forth a revolutionary philosophy that has taken the business world by storm. Now, in The Reengineering Revolution, Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world.
Beyond Reengineering : How the Process-Centered Organization Is Changing Our Work and Our Lives
by Michael Hammer
Hammer has done it again! First, he defined reengineering. Now, he defines the staggering, even radical, implications of the customer-driven process-centered organization on work and management, structure and strategy. Everyone's future will be impacted by such a paradigm shift.
Design and Management of Service Processes : Keeping Customers for Life
by Rohit Ramaswamy
This book, intended for managers in both manufacturing and service industries, shows you how to design customer delighting service by applying well known Total Quality Development (TQD) and Total Quality Management (TQM) principles. The book is a detailed, step-by-step guide that describes the state-of-the-art tools and methods such as Quality Function Deployment, Functional Analysis, Experimental Design and Simulation that you need to create, implement, manage and improve the processes by which service is provided so that you can consistently exceed your customers' expectations and keep your firm competitive in your industry.
Lean Six Sigma for Service : How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions
by Michael L. George
"How do I apply Lean Six Sigma in my service organization?"
This is a question many executives and managers are asking. With all the emphasis on using Lean Six Sigma in manufacturing environments, the need for a clear methodology for implementing these major quality improvement initiatives in service functions has been mainly overlooked--until now.
Lean Six Sigma for Service provides a service-based approach, explaining how companies of all types can cost-effectively translate manufacturing-oriented Lean Six Sigma tools into the service delivery process. Six Sigma expert Michael George reveals how easy it is to apply relatively simple statistical and Lean tools that will reduce costs and achieve greater speed in service processes.
It's no secret that service functions have a harder time applying Lean and Six Sigma principles. The manufacturing roots of these initiatives have made it unclear how to apply these tools to services; this book effortlessly makes that translation. Here, for the first time, you'll read about how classic Lean tools such as "Pull systems" and "setup reduction" are being used in procurement, call centers, surgical suites, government offices, R&D, and much more. You'll see why services are full of waste--and ripe for the benefits of Lean Six Sigma.
This book provides real-world examples from situations where the critical determinants of quality and speed are the flow of information and the interaction between people. The numerous case studies demonstrate how Lean Six Sigma can be used in service organizations just as effectively as in manufacturing--and with even faster results. You'll discover how to:
Integrate Lean and Six Sigma and apply them side by side
Become a customer-centered organization
Gain control over process complexity
Improve response time on signature services
Apply value-based management to project selection
Clean up your workspace
Develop supplier relationships
For guidance in deploying Lean Six Sigma in service organizations, reducing lead times, streamlining processes, and holding down costs, Lean Six Sigma for Services is the most complete, authoritative guide you can own.
"Lockheed Martin recognized that our business support processes have as much opportunity for improvement as our design and build areas. By applying Lean process speed and Six Sigma quality tools to marketing, legal, contract administration, procurement, etc. we have created a competitive advantage... The lessons learned and practical case studies contained in Lean Six Sigma for Service provide a road map which can create great value for customers, employees and shareholders."--Mike Joyce, Vice President, Lockheed Martin Operational Excellence
Would you like to:
Reduce your company's service costs by 30 to 60 percent?
Improve service delivery time by 50 percent?
Expand capacity by 20 percent--without adding staff?
If you answered yes--and who wouldn't--then this is the book for you. Lean Six Sigma for Services reveals how to bring the miracle of Lean Six Sigma improvement out of manufacturing and into service functions. Michael George describes the basic elements of successful deployment, including insights from corporate leaders who have already "walked the talk" to accelerate your own journey.
Filled with case studies detailing dramatic service improvements in organizations from Lockheed Martin to Stanford University Hospital, this bottom-line book provides executives and managers with the knowledge necessary to blend Lean and Six Sigma to optimize services. You'll see how Lean Six Sigma can cut costs by reducing complexity; how to utilize its tools to provide better quality service; and how you can use shareholder value to drive project selection--without needing an MBA.
Lean Healthcare: 5 keys for improving the workplace environment
by Debra Hadfield, Shelagh Holmes, Tom Fabr
Lean Healthcare: 5 Keys to Improving the Healthcare Environment will provide the foundation for Lean or Six Sigma projects in any hospital or clinical department. Key learning features include: digital photos demonstrating Lean and 5S practices in healthcare, identification of who should be doing what part of the activity, form/checksheets/checklists to guide you down the right path, detailed procedures to ensure successful application of the tool, performance strategies providing short sentences summarizing topics, starter tips providing valuable information from Lean sensei and healthcare professionals, and quotes from thought leaders throughout the world. Topics such as project identification, area scans, value stream mapping, value flow analysis, measurements, storyboards, etc. will be explained in detail to the extent that you can begin to use this book in your project immediately.
Lean Hospitals: Improving Quality, Patient Safety, and Employee Satisfaction
by Mark Graban
Drawing on his years of working with hospitals, Mark Graban explains why and how lean can be used to improve safety, quality, and efficiency in a healthcare setting. After highlighting the benefits of lean methods for patients, employees, physicians, and the hospital itself, he explains how lean manufacturing staples such as Value Stream Mapping and process observation can help hospital personnel identify and eliminate waste in their own processes, effectively preventing delays for patients, reducing wasted motion for caregivers, and improving the quality of care. Additionally, Graban describes how Standardized Work and error-proofing can prevent common hospital errors and details root cause problem-solving and daily improvement processes that can engage all personnel in systemic improvement. A unique guide for healthcare professionals, this book clearly elaborates the steps they can take to begin the proactive process of lean implementation.
Improving Healthcare Using Toyota Lean Production Methods: 46 Steps for Improvement, Second Edition
by Robert Chalice
What differentiates this book from other healthcare improvement books is that it is the only currently available book that presents a simple recipe of 46 lean steps for healthcare providers to reduce cost and improve quality. By taking these straightforward steps, healthcare providers can adopt the same lean methods which have enabled companies like Toyota to become so successful. The first part of the book explains cost and quality issues facing U.S. healthcare. From that understanding, the second part then teaches healthcare providers a 46-step recipe to reduce costs and improve quality by using Toyota Lean Production methods. With industry experts citing that as much as 40% of the total cost of healthcare production is attributed to wasteful processes, it is logical that reducing waste will lower costs. This is the basis of this book. Although other books have presented Toyota's lean methods, this book goes further by showing how to directly apply those successful methods to healthcare, where they are sorely needed. This book is intended to be a practical manual for healthcare providers to use to improve quality and reduce costs. It can be a multi-year strategic plan for healthcare providers to adopt. This second edition includes additional improvement steps and five new appendices of practical examples authored by renowned lean experts.
Introduction to TPM; Total Productive Maintenance
by Seiichi Nakajima
Total Productive Maintenance (TPM) combines preventive maintenance with Japanese concepts of total quality control (TQC) and total employee involvement (TEI). The result is a new system for equipment maintenance that optimizes effectiveness, eliminates breakdowns, and promotes autonomous operator maintenance through day-to-day activities. Since it was first introduced in Japan, TPM has caused a worldwide revolution in plant maintenance. Here are the steps involved in TPM and case examples from top Japanese plants.