Lean Accounting Case Studies (Anglais)
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Présentation de l'éditeur
At The Danaher Corporation, George Koenigsaecker led the lean transformations of both the automotive and tool groups. He also led The Hon Company’s successful lean conversion, which doubled productivity and tripled revenues, leading Industry Week to recognize HON on their list of the "World’s 100 Best Managed Firms." Written to help executives in determining right from wrong during a lean initiative, Leading the Lean Enterprise Transformation shows that lean is more about an approach than it is about tools. It presents the successful strategies and case histories of several key American leaders who have been instrumental in bringing lean to the forefront of various industries.
Organized in the chronological sequence that a leader embarking on a lean journey would experience, this lively work:
- Describes the simple, yet powerful, True North metrics used by Toyota and describes how they drive every line item in the good direction
- Explains the use of value stream analysis at the leadership level
- Shows how to structure successful kaizen events that improve the value stream
- Presents tactical organizational steps necessary to sustain double-digit improvements
- Explores the development of a corporate assessment and review structure in support of a lean transformation
- Introduces leadership tools such as strategy deployment, transformation value stream analysis, and transformation plan of care
Lastly, the book discusses what may well be the least understood and most critical aspect of a lean transformation: the building of a lean culture. That ability is what separates the tactician from the technician. While many books exist that detail all the tools needed for a lean implementation, this book explains those tools needed at the enterprise level by executives, but more importantly it provides potential change agents with the skills to define, develop, and communicate a vision. It helps cultivate the willingness to innovate and learn by doing. Such a course is not for everyone, just leaders.--Ce texte fait référence à l'édition Relié .
Biographie de l'auteur
President, Lean Investments, LLC--Ce texte fait référence à l'édition Relié .
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A potentially surprising thesis of this book is that even though lean was developed over a 40 year period at Toyota and building a culture takes many years, lean can and should produce quick and dramatic results. Lean should start producing returns immediately on a "pay as you go" basis. I have seen many programs that do not translate in bottom line results and the standard response is that "lean is a long journey and requires patience." It may be a long journey to inculcate the entire organization with a lean mindset BUT the author makes it abundantly clear - the results should come quickly, steadily and within a few years, produce dramatic results. Typically if results do not come quickly the program will die setting the stage for the next" hot" program.
Even though the book is relatively short it packs detailed and pragmatic operating practices on how to deploy and support a culture of continuous improvement. The author certainly has the credibility and background to weigh in on this subject. Koenigsaecker seems to be the real deal. As a former executive at Danaher Corporation he helped to develop the Danaher Business System which has vaulted the industrial conglomerate into the top ranks of high performers, spawning numerous versions of like "business systems". He is also a Shingo prize examiner.
The book is written clearly and succinctly with plenty of real world examples. Here some nuggets and key take-aways.
Lean is hard not because the concepts are difficult to understand but because it requires incredible persistence and a counter-intuitive leadership style. A truly lean culture will continue to conduct improvement events on a business process again and again and again. The author introduces his rule of "5X" based on his experience that improvement (if done right) continues and actually increases with each event, defying the law of diminishing returns. For maximum effectiveness every important business process should be reviewed at least five times. People typically undergo a "conversion" only after participating in over a hundred Kaizen events. At Danaher all senior leaders are required to complete a 13 week immersion process and thereafter continue to participate in a minimum number of events annually to qualify for their bonus. It's about commitment and persistence.
The middle chapters provide guidance of how to plan, staff and manage the entire process: how to set goals; how to select and populate teams; how to structure events; the proper pace and expectations for improvement; and the common problems that everyone will encounter along the way. His strategy deployment section is a simple but practical guide on how to monitor progress and keep the organization focused on results - because in the end that's what it's about.
Lean is still a hard and difficult journey requiring discipline, persistence and complete commitment, but this book makes a solid case that the journey can be very rewarding!