Over the last 5 years Peter Hines and Chris Butterworth have conducted research in over 100 companies worldwide. Of these, around 40 have shown themselves to have, in their different ways, the Essence of Excellence they were looking for. This has culminated in the book, The Essence of Excellence, which was launched in January. In […]
The authors combine their seventy years of collective experience in Lean and business improvement to present 5 basic habits to the reader that are easy to learn yet take years to master. A culture of continuous improvement in your organisation will start to develop almost as soon as the habits are applied and continue to […]
Things that are good for the planet are also good for business. Numerous studies from the likes of the Economist Intelligence Unit, Harvard, MIT Sloan, and others indicate that organizations that commit to goals of zero waste
The work illustrates the counter-intuitive truths revealed by studying service organisations as systems and uses case studies to demonstrate how organisations have been re-designed using systems principles and the strong impact these have on performance and morale.
The story is based around the Lean Iceberg Model of sustainable change and addresses the often invisible, and hard to copy, enabling elements of successful Lean Management in manufacturing organisations: Strategy and Alignment, Leadership, Behaviour and Engagement as well as the more visible features:
Lean thinking is a powerful method that allows organizations to improve the productivity, efficiency and quality of their products or services. Achieving these benefits requires good teamwork, clear communication, intelligent use of resources and a commitment to continuous improvement.
This text examines the competitive advantage for manufacturing and service companies achieveable through forging innovative relationships with suppliers. This text contains international examples and outlines methods, tools and techniques for managers to implement supplier development strategies.
Backed by their research at the Cardiff Business School’s Lean Enterprise Research Center, the authors highlight several unique British firms whose implementation of the system speaks to the rapid and dynamic evolution of the Welsh and English economies.
After a five-year research project, Collins concludes that good to great can and does happen. In this book, he uncovers the underlying variables that enable any type of organization to make the leap from good to great while other organizations remain only good.
Using straightforward language, relevant examples, and step-by-step guidelines for introducing Lean interventions, this authoritative resource explains how to involve stakeholders in the delivery of quality every step of the way.
This book is aimed at any manager interested in sustaining growth within their industry. They define “lean thinking” as the elimination of unnecessary waste in business, and by outlining the principles and applications of this, they link their theories to value for the customer.
His is the first book to present Lean leadership in ways that are specific and actionable for executives to apply at work every day. It links Lean principles and tools directly to leadership beliefs, behaviors, and competencies in new and innovative ways that connect to workplace and marketplace realities.
The Lean Toolbox 4th Edition, the Essential Guide to Lean Transformation’ is written for practitioners and for students, and is the extensively revised version of the best selling ‘The New Lean Toolbox’.
All material in the book has been ‘field tested’ by exposure to service professionals and executive programmes. A feature of the book is that it integrates several approaches rather than advocating a particular approach.
Based upon MIT’s five-million-dollar, five-year study on the future of the automobile, a groundbreaking analysis of the worldwide move from mass production to lean production”.The fundamentals of this system are applicable to every industry across the globe…[and] will have a profound impact on human society
The ability to bring new and innovative products to market rapidly is the prime critical competence for any successful consumer-driven company. All industries, especially automotive, are slashing product development lead times in the current hyper-competitive marketplace.
Since The Machine that Changed the World (1991) defined lean production (based on the model of the Toyota Production System) as the next new paradigm of management since the mass production revolution, lean has spread from automotive, to the rest of industry globally, to defense, to financial services, to government, to health care, and more.
You will find key insight into the logic behind every point of Toyota’s supply chain, along with both the tactics and strategies you can use to build an outstanding system of your own. Toyota Supply Chain Management explains how to achieve balance and efficiency by focusing on variety, velocity, variability and visibility.
For decades, Toyota has been setting standards that are the envy—and goal—of organizations worldwide. Its legendary management principles and business philosophy, first documented by Jeffrey K. Liker in his influential book The Toyota Way, changed the business world’s approach to operational excellence.
Whether a group of engineers is developing new cars, software applications, aerospace equipment, kitchen appliances, controls, sensors, or any of hundreds of different items, the process they follow is pretty much the same.