Getting the Right Things Done: A Leader's Guide to Planning and ExecutionLean Enterprise Institute, 2006 - 232 páginas For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota, has proven to be the most effective process for meeting this ongoing challenge. In his new book Getting the Right Things Done, author and LEI faculty member Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company's lean transformation: * What kind of planning system is required to inspire meaningful company-wide continuous improvement? * How might we change existing mental models that do not support a culture of continuous improvement? Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean. Organization leaders at all levels and the management teams who are responsible for strategy deployment will find this book especially insightful. It tells the story of a fictional (yet very real) midsized company, Atlas Industries that needs to dramatically improve to compete with emerging rivals and meet new customer demands. Getting the Right Things Done chronicles the journey of the company and its President/COO, an experienced lean leader who was hired five years ago to steer Atlas in the right direction. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve. Atlas' challenge: "Something was missing: a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places." Enter strategy deployment. The book is designed to provide readers with a framework for understanding the key components of strategy deployment: agreeing on the company's "True North," working within the PDCA cycle, getting conse |
Contenido
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Términos y frases comunes
accounting achieve action plan activities actual aligned analysis annual approach asked Atlas Industries availability better called cause challenge chart Check coils continued cost create critical Customer Satisfaction cycle Dave Delivery deployment leader develop director EBIT effect Employee Satisfaction engineering Enterprise example fabrication flow focus functions goals going group leaders happening Harman implementation important improvement inventory John kaizen events Karras Lean learned look machine Manufacturing mapping March Marketing means meeting mental models method metrics million mother objectives operating organization PDCA planning and execution presented problem-solving problems production Profitability pull questions reduce reflection replied safety solve Sophie standard story strategic planning strategy deployment target team leaders team members tell things thinking told Toyota tree True North understand value-stream waste what’s zone