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«Un manual práctico que explica cómo se deben implementar los sistemas de gestión Lean Six Sigma para transformar los resultados de una empresa, escrito por personas que han implementado esas ideas en numerosas organizaciones que operan en sectores y regiones muy diversos.»F. Warren McFarlan, Harvard Business School, Boston, Massachusetts«El libro es una guía indispensable para aquellas personas que deban asumir el desafío del liderazgo. También...
42) How Lean Can Improve Healthcare?: A Brief Guide on Eliminating Waste and Identifying Areas for Imp
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The lean operational concepts and techniques help make things more efficient for patients by reducing waste and wait times. This focuses on getting employees involved, constantly getting better, and thinking about what the customers want. All workers in the company, including doctors, staff, and support staff, always try to find ways to save time and money and get rid of anything that doesn't help patients, using lean methods in healthcare.To ensure...
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Changing how we manage people is important for making any business plan work. In his great book Toyota Kata (2009), Mike Rother talks about how Toyota changes the way its employees act and think by forming new habits and culture. Using the word "kata" to explain how Toyota solves problems instead of using the pharase "problem solving." Toyota's way helps create a better work environment by teaching people to become better leaders and make positive...
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TPS is a Thinking Production System rooted in leadership and a comprehensive set of principles, we can begin to fully appreciate its potential and apply it effectively in diverse industries and contexts. So, what exactly is TPS? It is a holistic approach to production that requires a shift in mindset and a deep understanding of the principles that drive its implementation. TPS is not limited to a specific industry or a set of rigid techniques. It...
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Creating a Culture of Continuous Improvement' is a comprehensive guide that equips readers with the knowledge and tools to foster a culture of continuous improvement (CI) in their organizations. Beginning with the definition and importance of CI, the book covers a range of topics including root cause analysis, removing barriers, and changing negative beliefs. It delves into leadership's role in CI, attitudes and behaviors that support it, and considerations...
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The modern American economy was the creation of four men: Andrew Carnegie, John D. Rockefeller, Jay Gould, and J. P. Morgan. They were the giants of the Gilded Age, a moment of riotous growth that established America as the richest, most inventive, and most productive country on the planet.
Acclaimed author Charles R. Morris vividly brings these men and their times to life. The ruthlessly competitive Carnegie, the imperial Rockefeller, and
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New Tools to Overcome the Human Barriers to Change
Leaders know that their job is to transform their organizations to keep pace with technology and an ever-changing business environment. They also know that they are bound to fail in doing so. But this discouraging prospect is not because they won't be able to solve a technological or strategic problem. Leaders will fail because of intractable human responses associated with change--responses such...
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New York Times best-selling author and Pulitzer Prize finalist Arthur Herman pens this fascinating look at how two businessmen turned the U.S. into a military powerhouse during World War II. In 1940, FDR asked General Motors CEO William Knudsen to oversee the production of guns, tanks, and planes needed for the war. Meanwhile, industrialist Henry J. Kaiser presided over the building of "Liberty ships"-vessels that came to symbolize America's great...
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Failure mode and effect analysis (FMEA) was initiated by the aerospace industry in the 1960s to improve the reliability of systems. It is a part of total quality management programs and should be used to prevent potential failures that could affect safety, production, cost or customer satisfaction. FMEA can be used during the design, service or manufacturing processes to minimize the risk of failure, improving the customer's confidence while also...
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Since they got started in the 1920's, generations of managers have emerged from the business schools worldwide, slowly taking over organizations both in the public and in the private sector. They are, armed with only two objectives: 1) define targets and 2) measure progress. "What gets measured gets done". And, the rest of us are so caught up in the same thinking that we cannot even see that alternative ways of leading exist. This book is about the...
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A way to control production where activities that come after in the process communicate what they need to activities that come before. Pull production aims to reduce or remove excessive production and is one of the three key elements of a complete just-in-time production system.In pull production, a step that comes after another step, either in the same place or somewhere else, tells the step before it what stuff or materials are required, how much...
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To save money during the economic downturn, many businesses are using abstinence policies. This might mean firing employees and reducing pay for some people. Actually, those actions might only work for a little while. If the company doesn't make a culture of always getting better and change how it works, the problem might happen again and get even worse. This takes us back to the reason why the Toyota production system was created.Waste means something...
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In order to cut costs during the economic downturn, many businesses are implementing abstinence policies.
This could mean laying off workers and cutting some wages.
In fact, those actions might only work for a short time.
Unless the company implements a culture of continuous improvement and alters its method of operation, the situation may recur and become even worse.
This brings us back to the purpose for which the Toyota production system was...
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One of the main difficulties for people practicing lean is trying to find a clear and direct link between doing something that aligns with lean principles andthe financial advantage it brings. Toyota follows certain principles in regards to cost-benefit analysis (CBA) by making management decisions based on thinking about the financial impact in the long run rather than focusing on short-term gains.
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Today, tens of thousands of companies are struggling to become "time-based" competitors, inspired by such corporations as Motorola, General Electric, Citicorp, and a myriad of others who have cut production time in half-or more. But until now, the literature has focused on the theory and philosophy of fast cycle time, rather than the tools and techniques for implementing it. Here, for the first time, Christopher Meyer, an internationally recognized...
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The paradigm change in the twenty-first century for project management needs to be addressed in a new concept of a Quality Management System (QMS). The current practices of project management as they relate to QMS do not adequately address customer concerns. To satisfy these concerns, the creators must plan, execute and, most importantly, document what is necessary for the individual project within the program under the umbrella of the organization....
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Creativity has long been thought to be an individual gift, best pursued alone; schools, organizations, and whole industries are built on this idea. But what if the most common beliefs about how creativity works are wrong? Group Genius tears down some of the most popular myths about creativity, revealing that creativity is always collaborative--even when you're alone. Sharing the results of his own acclaimed research on jazz groups, theater ensembles,...
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Gemba is a Japanese word meaning the actual place where value-creating work happens. Many leaders use gemba only for solving problems, visiting only when there is an issue. Others practice gemba walks on a daily basis to follow up and monitor the situation. However, Toyota believes that leaders truly develop through daily experiences at the gemba. In reality, gemba is a principle for managing, developing and improving people and processes. It is a...
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Are you the boss you need to be?
You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from your subordinates, from those above you, and from your peers and customers.
You're not alone. As Harvard Business School's Linda Hill and manager and executive Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It requires trial and error, endless effort, and...
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L'avenir appartient aux managers qui sauront souder leur équipe afin d'optimiser la performance de l'entreprise.
Ouvrage de référence sur le management et la communication d'équipe, ce livre est aussi un guide pratique. Il enseigne une méthode simple et innovante pour impliquer vos collaborateurs, stimuler l'intelligence collective et ainsi alléger votre gestion au quotidien. Vous y puiserez une abondance d'exemples et de pistes d'action...
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