MARC Record from marc_openlibraries_sanfranciscopubliclibrary

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001 793224500
003 OCoLC
005 20151005124054.0
008 131121s2015 flua b 001 0 eng
010 $a2013045722
020 $a9781466564350 (hardback)
020 $a1466564350 (hardback)
035 $a793224500
035 $a(OCoLC)793224500
037 $bTaylor & Francis, C/O Kentucky Dist Center 7625 Empire Dr, Florence, KY, USA, 41042$nSAN 213-196X
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050 00 $aHD38.5$b.C3832 2015
082 00 $a658.5$223
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100 1 $aCharron, Rich.
245 14 $aThe Lean management systems handbook /$cRich Charron, H. James Harrington, Frank Voehl, Hal Wiggin.
264 1 $aBoca Raton, FL :$bCRC Press,$cc2015.
300 $axxv, 523 p. :$bill. ;$c25 cm
336 $atext$btxt$2rdacontent
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338 $avolume$bnc$2rdacarrier
520 $a"This book presents a first of its kind approach that describes critical components for sustainable Lean management. The handbook shows how managers at all levels of the organization can integrate Lean into their daily management activities. It also defines the Lean philosophy, beliefs and behaviors required to develop a thriving Lean company culture. Packed with detailed examples and step-by-step instructions, it's the ideal handy reference guide to help mangers and leaders make the transition from the classroom to the field. It will feature brief summaries and examples of the most important tools in Lean management systems development"--$cProvided by publisher.
520 $a"Chapter 1 Introduction to Lean Management "Our Organization is a Mirror of Our Management Beliefs. To achieve Lean Management, we must first understand what it means to be Lean by absorbing the Lean philosophy, concepts & tools, and then living these Lean beliefs daily. As Kaikaku (Transformation of Mind) emerges, so will the Lean Manager." Richard Charron In a Nutshell In a Lean Organization, Management has two functions; Maintenance/Control of existing processes, and Improvement of existing processes. Regardless of where you stand on the road to being Lean organization, many companies today operate within some form of risk management or cost containment philosophy that addresses the Maintenance /Control function of management. In this environment managers are faced with control of Asset Management; Resource Management; Risk Management, while concurrently being charged with improving organizational performance; Performance Management. Performance Management, the primary focus of a Lean Organization occurs through continuous improvement programs that focus on Education, Socio-technical (belief systems) development, and effective change management. This chapter presents the basics that encompass Lean Management and Leadership in these two critical areas; Maintenance/Control & Improvement. Company examples are used in this chapter to present and discuss the strengths and weaknesses of lean management thinking. The interactions between Asset, Risk, & Resource Management are constantly being weighted against Performance Management or Process Improvement. For example, a look at this organizational struggle between maintenance versus improvement can be evidenced from the in-depth studies in the food and farming industry in the UK"--$cProvided by publisher.
504 $aIncludes bibliographical references and index.
650 0 $aBusiness logistics.
650 0 $aIndustrial management.
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957 00 $aOCLC reclamation of 2017-18
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938 $aBaker and Taylor$bBTCP$nBK0011196389
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