Coverart for item
The Resource Building a lean service enterprise : reflections of a lean management practitioner, Debashis Sarkar

Building a lean service enterprise : reflections of a lean management practitioner, Debashis Sarkar

Label
Building a lean service enterprise : reflections of a lean management practitioner
Title
Building a lean service enterprise
Title remainder
reflections of a lean management practitioner
Statement of responsibility
Debashis Sarkar
Creator
Subject
Language
eng
http://library.link/vocab/creatorName
Sarkar, Debashis,
Dewey number
658.4/013
Index
index present
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/subjectName
  • Service industries
  • Organizational effectiveness
  • Cost control
  • Quality control
  • Industrial management
Label
Building a lean service enterprise : reflections of a lean management practitioner, Debashis Sarkar
Instantiates
Publication
Copyright
Note
Includes index
Bibliography note
Includes bibliographical references and index
Contents
Chapter 1. How engaged is your CEO and top management? -- chapter 2. Spend the first 90 days to understand the needs of the company -- chapter 3. Should you board the ship? -- chapter 4. Before embarking on a lean effort, pause to understand the type of problem that you are trying to solve -- chapter 5. Just knowing tools does not make you a lean change leader -- chapter 6. Know the building blocks -- chapter 7. "Influence" : least discussed yet the most important quality of a seasoned lean change leader -- chapter 8. Engagement : where to begin? -- chapter 9. To whom does the lean change leader report? -- chapter 10. Trigger signs of upcoming change by embedding new "ways to working" for the leadership team -- chapter 11. Do you know what constitutes a great lean team? -- chapter 12. A person keen to be popular should not become involved in lean efforts -- chapter 13. It makes sense to define lean differently -- chapter 14. How aligned is the top management on organizational outcomes? -- chapter 15. Do you know the building blocks of a holistic lean transformation? -- chapter 16. Do not forget the 15Cs of lean transformation -- chapter 17. Let us not think of lean as a cost-cutting endeavor -- chapter 18. It helps to adopt a quiver approach in a lean transformation -- chapter 19. Let a road map guide your deployment -- chapter 20. Observe, observe, and observe -- chapter 21. Lean need not necessarily be called lean -- chapter 22. Service guarantee can be a good aspiration to have in a lean transformation journey -- chapter 23. Getting top management commitment is necessary but not sufficient -- chapter 24. Creating a sense of urgency is a prerequisite for successful lean deployment -- chapter 25. Do not forget to include those below top management -- chapter 26. Is lean applicable in your organization? -- chapter 27. Service processes are quite different from those that one sees in manufacturing -- chapter 28. Do people know why the organization is embarking on a lean journey? -- chapter 29. Why a common understanding of service is a must in lean for service -- chapter 30. Who are the custodians of your process? -- chapter 31. Just not larger projects -- chapter 32. White spaces : a great lean opportunity -- chapter 33. Does your organization have a standard approach to solve problems? -- chapter 34. Shun verbosity and long presentations : adopt A3 thinking -- chapter 35. What metrics should you have? -- chapter 36. Is employee attrition a problem in your company? -- chapter 37. Inventory in a services organization can be of various hues -- chapter 38. The functional crevices provide a great lean opportunity -- chapter 39. MIS reports, MIS reports, and more MIS reports -- chapter 40. The role of the lean team should change over time -- chapter 41. Make customers service themselves -- chapter 42. Encourage team members to report problems -- chapter 43. Processes should positively affect the key stakeholder -- chapter 44. Do not forget to ascertain the health of lean adoption -- chapter 45. Embed a regime of reflection -- chapter 46. As you negotiate the lean journey, do not forget those who could derail the efforts -- chapter 47. Not only visual tools but also a holistic visual management system -- chapter 48. It helps to ascertain effectiveness of visual management -- chapter 49. Ohno's wastes are applicable to service organizations -- chapter 50. Are you aware of wastes of business acquisition? -- chapter 51. Be careful about the service recovery process -- chapter 52. Multiskilling is a good capacity optimization technique -- chapter 53. Building a pull system in a service enterprise -- chapter 54. Know the little-known law -- chapter 55. Use Little's law to create pull in transaction processing -- chapter 56. Doe not standardize all processes in a service company -- chapter 57. Make the process of cross-selling more efficient and effective -- chapter 58. Practice pull-based sales -- chapter 59. Do you know the DEB-LOREX[superscript TM] model for lean transformations? -- chapter 60. Make a deep assessment of lean enterprise using the DEB-LOREX[superscript TM] index
Control code
ocn967540374
Dimensions
unknown
Extent
1 online resource
Form of item
online
Isbn
9781315181455
Note
Taylor & Francis
Other control number
10.1201/9781315181455
Specific material designation
remote
System control number
(OCoLC)967540374
Label
Building a lean service enterprise : reflections of a lean management practitioner, Debashis Sarkar
Publication
Copyright
Note
Includes index
Bibliography note
Includes bibliographical references and index
Contents
Chapter 1. How engaged is your CEO and top management? -- chapter 2. Spend the first 90 days to understand the needs of the company -- chapter 3. Should you board the ship? -- chapter 4. Before embarking on a lean effort, pause to understand the type of problem that you are trying to solve -- chapter 5. Just knowing tools does not make you a lean change leader -- chapter 6. Know the building blocks -- chapter 7. "Influence" : least discussed yet the most important quality of a seasoned lean change leader -- chapter 8. Engagement : where to begin? -- chapter 9. To whom does the lean change leader report? -- chapter 10. Trigger signs of upcoming change by embedding new "ways to working" for the leadership team -- chapter 11. Do you know what constitutes a great lean team? -- chapter 12. A person keen to be popular should not become involved in lean efforts -- chapter 13. It makes sense to define lean differently -- chapter 14. How aligned is the top management on organizational outcomes? -- chapter 15. Do you know the building blocks of a holistic lean transformation? -- chapter 16. Do not forget the 15Cs of lean transformation -- chapter 17. Let us not think of lean as a cost-cutting endeavor -- chapter 18. It helps to adopt a quiver approach in a lean transformation -- chapter 19. Let a road map guide your deployment -- chapter 20. Observe, observe, and observe -- chapter 21. Lean need not necessarily be called lean -- chapter 22. Service guarantee can be a good aspiration to have in a lean transformation journey -- chapter 23. Getting top management commitment is necessary but not sufficient -- chapter 24. Creating a sense of urgency is a prerequisite for successful lean deployment -- chapter 25. Do not forget to include those below top management -- chapter 26. Is lean applicable in your organization? -- chapter 27. Service processes are quite different from those that one sees in manufacturing -- chapter 28. Do people know why the organization is embarking on a lean journey? -- chapter 29. Why a common understanding of service is a must in lean for service -- chapter 30. Who are the custodians of your process? -- chapter 31. Just not larger projects -- chapter 32. White spaces : a great lean opportunity -- chapter 33. Does your organization have a standard approach to solve problems? -- chapter 34. Shun verbosity and long presentations : adopt A3 thinking -- chapter 35. What metrics should you have? -- chapter 36. Is employee attrition a problem in your company? -- chapter 37. Inventory in a services organization can be of various hues -- chapter 38. The functional crevices provide a great lean opportunity -- chapter 39. MIS reports, MIS reports, and more MIS reports -- chapter 40. The role of the lean team should change over time -- chapter 41. Make customers service themselves -- chapter 42. Encourage team members to report problems -- chapter 43. Processes should positively affect the key stakeholder -- chapter 44. Do not forget to ascertain the health of lean adoption -- chapter 45. Embed a regime of reflection -- chapter 46. As you negotiate the lean journey, do not forget those who could derail the efforts -- chapter 47. Not only visual tools but also a holistic visual management system -- chapter 48. It helps to ascertain effectiveness of visual management -- chapter 49. Ohno's wastes are applicable to service organizations -- chapter 50. Are you aware of wastes of business acquisition? -- chapter 51. Be careful about the service recovery process -- chapter 52. Multiskilling is a good capacity optimization technique -- chapter 53. Building a pull system in a service enterprise -- chapter 54. Know the little-known law -- chapter 55. Use Little's law to create pull in transaction processing -- chapter 56. Doe not standardize all processes in a service company -- chapter 57. Make the process of cross-selling more efficient and effective -- chapter 58. Practice pull-based sales -- chapter 59. Do you know the DEB-LOREX[superscript TM] model for lean transformations? -- chapter 60. Make a deep assessment of lean enterprise using the DEB-LOREX[superscript TM] index
Control code
ocn967540374
Dimensions
unknown
Extent
1 online resource
Form of item
online
Isbn
9781315181455
Note
Taylor & Francis
Other control number
10.1201/9781315181455
Specific material designation
remote
System control number
(OCoLC)967540374

Library Locations

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