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Lean Accounting Case Studies (Anglais)


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--Ce texte fait référence à l'édition Relié.
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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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Amazon.com: 4.7 étoiles sur 5 17 commentaires
5.0 étoiles sur 5 Excellent Introduction 23 janvier 2013
Par Kipper Lugs - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
This is a great quick introduction to the lean principles that went into the creation of the Danaher Business System and his transformation of HON/HNI, as well as some background on his journey in discovering and implementing those principles. The book is very helpful for a high-level view of what DBS (lean) can accomplish and the managerial considerations for enterprise implementation. It would be less helpful for someone looking for actual instruction of how to use various lean tools.
3 internautes sur 4 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 A practical guide for senior leaders 17 mai 2012
Par Demetrios A. Pahno - Publié sur Amazon.com
Format: Relié Achat vérifié
It's a well-documented fact that the majority -some studies put the figure at 80 to 90% - of lean implementations FAIL and are a drag on company performance. However the minority of firms that get it right produce stunning results and build a formidable competitive advantage. This book is an invaluable guide for senior managers to improve their chances of success. The book is not about the tools of lean but about the higher level considerations in building and supporting a lean transformation.

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!
5.0 étoiles sur 5 very informative 13 décembre 2014
Par Vince Cvijanovic - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
Well written and concise explanation of lean principles and the things to consider in planning transformation. I know several people who have worked with the author who can attest to his knowledge of and commitment to lean.
5.0 étoiles sur 5 Great insights! 5 mars 2014
Par William H. Baker, Jr. - Publié sur Amazon.com
Achat vérifié
George is a leader in lean strategy implementation and has the results to prove it! I enjoyed his insights and lessons learned from the ground up and top down. A must read for management wanting to lead rather than manage.
4.0 étoiles sur 5 Good overview 3 mars 2014
Par T.Viviani - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
The book is very easy to read and give a very good idea and examples on how to implement a lean enterprise trasnformation.
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