Leading the Lean Enterprise Transformation

2. Auflage 2012
ISBN: 978-1-4398-5987-2
Verlag: Taylor & Francis

Buch, Englisch, 264 Seiten, Format (B × H): 159 mm x 241 mm, Gewicht: 597 g

Updated with new information, illustrations, and leadership tools, Leading the Lean Enterprise Transformation, Second Edition describes how the metrics used by Toyota drive every line item in a financial statement in the right direction. Rather than focus on Lean tools and principles, the new edition of this bestselling reference focuses on what may be the least understood and most critical aspect of a Lean transformation: the building of a Lean culture. In addition to new appendices with background information and insightful stories on Lean leadership and implementation, it includes new information on tactical organization practices, strategy deployment, and Lean culture.

George Koenigsaecker illustrates successful strategies and valuable lessons learned with case histories of U.S. leaders who have been instrumental in bringing Lean to the forefront. He explains the use of value stream analysis at the leadership level and describes how to structure kaizen events that can improve the value stream. Organized in the chronological sequence that a leader embarking on a Lean journey would experience, the book discusses the methods used by the author during the Hon Company’s successful Lean conversion, which doubled productivity, tripled revenues, and led Industry Week to recognize Hon as one of the "World’s 100 Best Managed Firms."

The book not only introduces powerful leadership tools—including strategy deployment, transformation value stream analysis, and transformation plan of care—but also arms potential change agents with the soft skills needed to define, develop, and communicate their vision. Detailing the steps required to sustain improvements, it supplies time-tested guidance for effective leadership throughout a Lean transformation in any organization.

Zielgruppe

CEOs, top executives, and upper-level management who are trying to understand how to start an enterprise-wide Lean transformation.

Autoren/Hrsg.

Koenigsaecker, George

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensführung

Inhaltsverzeichnis

My Journey of Lean Learning: Eleven Corporate Transformations
Deere & Company
Rockwell International
Jake Brake (Danaher)
HON Company
Summary

What Is Lean?
What Toyota Does
Two Pillars
Identifying and Removing Waste
A Problem-Identifying and Problem-Solving System
Six Sigma or Lean…or Both?
Summary
Notes

Measurement Can Be Easy
Understanding Financial Measures: Personal Examples
Toyota’s True North Metrics
How High Is High?
The Four True North Metrics In Detail Quality Improvement Delivery/Lead Time/Flow Improvement Cost/Productivity Improvement Human Development
Linking the True North Metrics with Financial Measures
Summary
Notes

Value Stream Analysis Provides the Improvement
Plan—And Kaizen Events Make It Happen
Taking a Walk to Create an Initial-State VSA Initial-State VSA and the True North Metrics Helping You See the Waste
Brainstorming to Create an Ideal-State Value Stream
Creating a Future-State Value Stream Improvement Goals Work Plan and Responsibilities
The Rule of 5×

A Model Value Stream
The Power of Weeklong Kaizen Events
Summary
Notes

Tactical Organizational Practices
The n/10 Rule
Designing Improvement Teams
Key Event Failure Mode
The 3 Percent Guideline Selecting People for the Full-Time Improvement Team Selecting the Leader for the Dedicated Lean Team The Watlow 3 Percent Experience
Administrative Teams
Redeployment
Other Lean Training
Summary

Strategic Organizational Practices
Understanding Governance
Immersion
Guiding Coalition
Communication Lean Simulation Strategy Deployment
Antibodies
Lean Year by Year Year One Year Two Year Three Year Four
Summary
Building a Lean Culture
Defining Culture
The Building Blocks of Lean/Toyota Culture Serve the Customer Seek What’s Right, Regardless Decide Carefully, Implement Quickly Candidly Admit Imperfections Speak Honestly and with Deep Respect Go See and Listen to Learn (Genchi Gembutsu) Deliver on Meaningful Challenges Be a Mentor and a Role Model
The Action Plan Giving Your Leadership Team Personal Experience Daily Improvement Challenging Your Team to Build Knowledge
Summary
A Final Thought
Author’s Note
Note
Appendices:

A Lean Tutorial
Building a Sustainable Lean Culture—The Watlow Way
Watlow’s Enterprise Visual Management System—Mission Control
The Origin of Simpler’s Transformation ContinuumSM
Red River Army Depot—Accelerating Lean through Leadership Immersion
A New Product Design System That Uses Lean Principles
Autoliv—Empowered to Solve Problems

Über Autor(innen)

Koenigsaecker, George
George Koenigsaecker is a principal investor in several Lean enterprises. He is a board member of the Shingo Prize (the international award for "Lean enterprises"), the Association of Manufacturing Excellence, the ThedaCare Center for Healthcare Value, Baird Capital Partners, Gefinor Venture Partners, Simpler Consulting, and Watlow Electric Corporation.

From 1992 until 1999, Koenigsaecker led the Lean conversion of the HON Company, a $1.5-billion office furniture manufacturer. During this period, his efforts led to a tripling of volume and culminated in HON Industries being named by IndustryWeek magazine as one of the "World’s Best Managed Companies."

Prior to this time, Koenigsaecker was with the Danaher Corporation, where he was president of the Jacobs Vehicle Equipment Company (whose Lean conversion is featured in the book Lean Thinkingby Jim Womack and Dan Jones) and group president of the Tool Group, then the largest business unit of Danaher. In addition to leading the Lean conversion of these operations, Koenigsaecker developed and implemented the Danaher Business System, a comprehensive Lean enterprise model.

In addition, Koenigsaecker has held senior management positions in finance, marketing, and operations with Rockwell International and Deere & Company. He is a graduate of the Harvard Business School.

George Koenigsaecker was inducted into IndustryWeek's 2010 Manufacturing Hall of Fame for his years of experience leading successful Lean management transformations across a multitude of organizations.

George Koenigsaecker is a principal investor in several Lean enterprises. He is a board member of the Shingo Prize (the international award for "Lean enterprises"), the Association of Manufacturing Excellence, the ThedaCare Center for Healthcare Value, Baird Capital Partners, Gefinor Venture Partners, Simpler Consulting, and Watlow Electric Corporation.

From 1992 until 1999, Koenigsaecker led the Lean conversion of the HON Company, a $1.5-billion office furniture manufacturer. During this period, his efforts led to a tripling of volume and culminated in HON Industries being named by IndustryWeek magazine as one of the "World’s Best Managed Companies.".

Prior to this time, Koenigsaecker was with the Danaher Corporation, where he was president of the Jacobs Vehicle Equipment Company (whose Lean conversion is featured in the book Lean Thinking by Jim Womack and Dan Jones) and group president of the Tool Group, then the largest business unit of Danaher. In addition to leading the Lean conversion of these operations, Koenigsaecker developed and implemented the Danaher Business System, a comprehensive Lean enterprise model.

In addition, Koenigsaecker has held senior management positions in finance, marketing, and operations with Rockwell International and Deere & Company. He is a graduate of the Harvard Business School.