05280cam a2200625Ki 45000010014000000030008000140050017000220060019000390070015000580080041000730400035001140200036001490200033001850200042002180200039002600200049002990200046003480200043003940200040004370200018004770200015004950200018005100200015005280350022005430350024005650500011005890720025006000720025006250720025006500720016006750820017006911000031007082450091007392640053008303000058008833360026009413370026009673380036009935201309010295050582023385050579029205050571034995050068040705880047041386500034041856500027042196500030042466500033042766500047043096500055043566500052044118560072044638560102045359990017046379780429284342FlBoTFG20260210180758.0m     o  d        cr cnu---unuuu200318s2020    nyua    o     000 0 eng d  aOCoLC-PbengerdaepncOCoLC-P  a9780429284342q(electronic bk.)  a0429284349q(electronic bk.)  a9781000044096q(electronic bk. : PDF)  a1000044092q(electronic bk. : PDF)  a9781000044119q(electronic bk. : Mobipocket)  a1000044114q(electronic bk. : Mobipocket)  a9781000044133q(electronic bk. : EPUB)  a1000044130q(electronic bk. : EPUB)  z9780367247799  z0367247798  z9780367247782  z036724778X  a(OCoLC)1145123650  a(OCoLC-P)1145123650 4aHD58.9 7aBUSx0410002bisacsh 7aBUSx0420002bisacsh 7aBUSx0530002bisacsh 7aTDP2bicssc04a658.40132231 aDeLuzio, Mark C.,eauthor.10aFlatlined :bwhy Lean transformations fail and what to do about it /cMark C. DeLuzio. 1aNew York :bRoutledge/Productivity Press,c2020.  a1 online resource :billustrations (black and white).  atextbtxt2rdacontent  acomputerbc2rdamedia  aonline resourcebcr2rdacarrier  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.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 Strategy8 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 Class8 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 Transformation8 aWhat You Should Look for in a Lean Coach or Consultant -- Index  aOCLC-licensed vendor bibliographic record. 0aOrganizational effectiveness. 0aOrganizational change. 0aCost controlxManagement. 0aQuality controlxManagement. 7aBUSINESS & ECONOMICS / Management2bisacsh 7aBUSINESS & ECONOMICS / Management Science2bisacsh 7aBUSINESS & ECONOMICS / Quality Control2bisacsh403Taylor & Francisuhttps://www.taylorfrancis.com/books/9780429284342423OCLC metadata license agreementuhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf  c90906d90905