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
Contributor
Author
Provider
Subject
Language
eng
Cataloging source
FlBoTFG
http://library.link/vocab/creatorName
Sarkar, Debashis
Illustrations
  • illustrations
  • portraits
Index
index present
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
http://library.link/vocab/relatedWorkOrContributorName
ENGnetBASE
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
"A Productivity Press book"--title page
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier MARC source
rdacarrier
Content category
text
Content type MARC source
rdacontent
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
Extent
1 online resource
Form of item
online
Isbn
9781498779593
Lccn
2016025996
Media category
computer
Media MARC source
rdamedia
Other control number
10.1201/9781315181455
Other physical details
text file, PDF
Specific material designation
remote
System control number
  • (OCoLC)967091341
  • (FlBoTFG)9781315181455
Label
Building a lean service enterprise : reflections of a lean management practitioner, Debashis Sarkar
Publication
Copyright
Note
"A Productivity Press book"--title page
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier MARC source
rdacarrier
Content category
text
Content type MARC source
rdacontent
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
Extent
1 online resource
Form of item
online
Isbn
9781498779593
Lccn
2016025996
Media category
computer
Media MARC source
rdamedia
Other control number
10.1201/9781315181455
Other physical details
text file, PDF
Specific material designation
remote
System control number
  • (OCoLC)967091341
  • (FlBoTFG)9781315181455

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