000			05251cam a2200613Ki 4500
001			9780429284342
003			FlBoTFG
005			20220509193023.0
006			m o d
007			cr cnu---unuuu
008			200318s2020 nyua o 000 0 eng d
040			_aOCoLC-P _beng _erda _epn _cOCoLC-P
020			_a9780429284342 _q(electronic bk.)
020			_a0429284349 _q(electronic bk.)
020			_a9781000044096 _q(electronic bk. : PDF)
020			_a1000044092 _q(electronic bk. : PDF)
020			_a9781000044119 _q(electronic bk. : Mobipocket)
020			_a1000044114 _q(electronic bk. : Mobipocket)
020			_a9781000044133 _q(electronic bk. : EPUB)
020			_a1000044130 _q(electronic bk. : EPUB)
020			_z9780367247799
020			_z0367247798
020			_z9780367247782
020			_z036724778X
035			_a(OCoLC)1145123650
035			_a(OCoLC-P)1145123650
050		4	_aHD58.9
072		7	_aBUS _x041000 _2bisacsh
072		7	_aBUS _x042000 _2bisacsh
072		7	_aBUS _x053000 _2bisacsh
072		7	_aTDP _2bicssc
082	0	4	_a658.4013 _223
100	1		_aDeLuzio, Mark C., _eauthor.
245	1	0	_aFlatlined : _bwhy Lean transformations fail and what to do about it / _cMark C. DeLuzio.
264		1	_aNew York : _bRoutledge/Productivity Press, _c2020.
300			_a1 online resource : _billustrations (black and white).
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
520			_aWith 30 years of driving Lean transformations under his belt--both in-house at Danaher and as the founder of Lean Horizons--Mark C. DeLuzio has a vantage point across a variety of industries. He often hears the challenges Lean leaders face now that they've been implementing Lean for a decade or more. They are concerned that they aren't getting the results they used to, and they don't know why. Most leaders believe their problems are unique to their company, but Mark sees more commonalities than differences. Flatlined: Why Lean Transformations Fail and What to Do About It draws on the author's experience as the original pioneer of the most successful Lean business system next to Toyota, as well as his progress over the past 18 years in helping companies replicate what Danaher achieved. Mark DeLuzio knows you need an actionable approach to make rapid shifts, not theory. With this book, Mark DeLuzio gives you: the reasons why companies are now flatlining with Lean; five steps to solving this problem, no matter what your industry or corporate culture; real talk on why your organization is probably mediocre (even if it's making a lot of money) and how to disrupt it to make it genuinely world class; the questions you should always be asking at every stage and level of your Lean initiative.
505	0		_aCover -- Title Page -- Copyright Page -- Table of Contents -- Foreword -- Preface -- Acknowledgments -- About the Author -- Chapter 1: Why Companies Have Flatlined -- Lean Is Used as a Short-Term, Tactical Tool -- The Lean Initiative Isn't Connected to the Broader Strategy -- Functions Are Optimized for Lean, but the Enterprise Isn't -- Leadership Is Either Hands-off of Lean or Reluctant to Revisit Its Basics -- Chapter 2: The Solution in Five Steps -- Shift Your Lean Mindset for Sustainable Results -- Default to the Basics -- Align Your Lean Transformation with Strategy
505	8		_aMake Lean an Enterprise Endeavor -- Use Lean Principles to Evolve Your Company's Culture -- Chapter 3: Step 1: Shift the Lean Mindset for Sustainable Results -- The Lean Trilogy -- The ""We're Different"" Mentality -- Lean as a Growth Vehicle -- The Six Sigma Hysteria -- Chapter 4: Step 2: Default to the Basics -- Heijunka Level Scheduling -- Standard Work -- Kaizen -- Just in Time -- Jidoka -- The SQDC Hierarchy -- Relate Back to Real Life -- Chapter 5: Step 3: Align Your Lean Transformation with Strategy -- The Strategy Deployment Process -- Benchmarking World Class
505	8		_aIdentifying ""Breakthrough -- Chapter 6: Step 4: Make Lean an Enterprise Endeavor -- Enterprise Kaizen vs. Point Kaizen -- Value Stream Management -- Mura, Muri, and Muda -- Lean Accounting -- Chapter 7: Step 5: Use Lean Principles to Evolve Your Company's Culture -- Define Leadership's Role -- Deal with Naysayers -- Develop a Healthy Dissatisfaction with the Status Quo -- Delegate Problem-Solving -- Chapter 8: Conclusion -- No Silver Bullets -- Be Lean -- Don't Do Lean -- Call to Leadership -- Addendum: What You Must Have in Place for Your Lean Transformation
505	8		_aWhat You Should Look for in a Lean Coach or Consultant -- Index
588			_aOCLC-licensed vendor bibliographic record.
650		0	_aOrganizational effectiveness.
650		0	_aOrganizational change.
650		0	_aCost control _xManagement.
650		0	_aQuality control _xManagement.
650		7	_aBUSINESS & ECONOMICS / Management _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Management Science _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Quality Control _2bisacsh
856	4	0	_3Taylor & Francis _uhttps://www.taylorfrancis.com/books/9780429284342
856	4	2	_3OCLC metadata license agreement _uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
999			_c128357 _d128357