Lean for dummies: [elimate waste, add customer value and improve performance!]
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | German |
| Veröffentlicht: |
Hoboken, NJ
Wiley
2007
|
| Schriftenreihe: | ... for Dummies
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 362 S. graph. Darst. |
| ISBN: | 9780470099315 |
Internformat
MARC
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| 100 | 1 | |a Sayer, Natalie J. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Lean for dummies |b [elimate waste, add customer value and improve performance!] |c by Natalie J. Sayer and Bruce Williams |
| 264 | 1 | |a Hoboken, NJ |b Wiley |c 2007 | |
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Datensatz im Suchindex
| _version_ | 1804137394567380992 |
|---|---|
| adam_text | Contents at a Glance
Introduction /
Part 1: Lean Basics 7
Chapter 1: Defining Lean 9
Chapter 2: The Foundation and Language of Lean 27
Part 11: Understanding Fiou) and the Value Stream ..47
Chapter 3: Seeing Value through the Eyes of the Customer 49
Chapter 4: A Resource Runs through It: Value Stream Mapping 71
Chapter 5: Charting the Course: Using Value Stream Maps 93
Chapter 6: Flowing in the Right Direction: Lean Projects and Kaizen 117
Part HI: The Lean Toolbox. 133
Chapter 7: Customer and Value-Stream Tools 135
Chapter 8: Flow and Pull Tools 151
Chapter 9: Perfection Tools 169
Chapter 10: Management Tools 191
Part IV: The Lean Enterprise 209
Chapter 11: Lean in the Organization: Principles, Behaviors, and Change 211
Chapter 12: Power to the People 227
Chapter 13: Go Lean: Implementation Strategy, Startup, and Evolution 251
Chapter 14: Lean within the Enterprise 271
Chapter 15: Lean across Industry 295
Part V: The Part of Tens 313
Chapter 16: Ten Best Practices of Lean 315
Chapter 17: Ten Pitfalls to Avoid 321
Chapter 18: Ten Places to Go for Help 327
Glossary 335
Index 345
Table of Contents
Introduction /
About This Book 2
Conventions Used in This Book 2
Foolish Assumptions 3
How This Book Is Organized 4
Part I: Lean Basics 4
Part II: Understanding Flow and the Value Stream 4
Part III: The Lean Toolbox 4
Part IV: The Lean Enterprise 5
Part V: The Part of Tens 5
Icons Used in This Book 5
Where to Go from Here 6
Part 1: Lean Basics 7
Chapter 1: Defining Lean 9
What Is Lean? 12
Waste not, want not 12
The logic of Lean 13
Where is Lean? 14
What it s not 17
What makes Lean so special? 18
The Lean Pedigree 19
Toyoda and Ohno 20
The Toyota Production System 20
Lean and Its Continuous Process Improvement Cousins 22
Total Quality Management (TQM) 22
Six Sigma 23
Theory of Constraints (TOC) 24
Total Productive Maintenance (TPM) 24
ISO-9000 24
Business Process Management (BPM) 25
Chapter 2: The Foundation and Language of Lean 27
Understanding Lean Basics 28
Creating the foundation 28
Learning from TPS 35
Foundational wisdom 37
Getting into Shape 43
Muda, muda, muda 43
All in the family 45
Lean For Dummies
Part 11: Understanding Ftou; and the Value Stream 47
Chapter 3: Seeing Value through the Eyes of the Customer 49
What Is Value? 49
To Add Value or Not to Add Value, That Is the Question [ . . . . . . . . . . .51
Defining value-added 51
Defining non-value-added 52
When non-value-added seems like value-added 53
Understanding How the Customer Defines Value 55
Uncovering the elusive customer 55
Considering customer value 57
Understanding How the Consumer Defines Value 61
Responding to the consumer 62
Understanding what consumers value 64
Introducing the Value Stream 65
Visualizing the value stream !ZZZZ!!.!....66
Looking at the flow of information 67
Chapter 4: A Resource Runs through It: Value Stream Mapping ... .71
The Who, What, and Why of Value Stream Maps 72
The purpose of a Value Stream Map 74
The people who use a Value Stream Map 74
The elements of a Value Stream Map ....75
Row, Row, Row Your Boat: Getting Started 76
Identifying the natural owner ! ZZH 76
Gathering the crew 77
Using mapping tools [ . .[[[[[[[[[[ .......77
Gathering supporting information [[ .[[[[[[[[[ .[[ . . 79
A VSM example: Pre-made gourmet salads 80
Sorting Through the Tributaries: Creating the Current-State
Value Stream Map 82
Identifying the activities ZZ!!ZZZ IZ^ ^ 82
Qualifying and quantifying Z!^ ZZ ZZ Z..85
Determining the information flow 87
Summing Up the Process 88
The box score 89
Takt time 9q
Check the Chart: Validating the Value Stream Map III..l. Z.Z.Z...Z 9O
Chapter 5: Charting the Course: Using Value Stream Maps 93
Investigating the Value Stream for Clues 94
Rounding up the usual suspects ZZZZZZ 94
Analyzing from different perspectives !!ZZZ!!ZZZ ZZ 98
Evaluating the evidence: An analyzed exampie ..Z. .^ZZ^. ZlO3
Table of Contents
Painting a Picture of the Future 106
Creating the Ideal-State Value Stream Map:
Where all is perfect in the world 107
Stepping closer to perfection: The Future-State
Value Stream Map 107
Creating the Mosaic of Continuous Improvement:
Setting the Stage for Kaizen 114
Looking toward the annual horizon 114
Future-State implementations 115
Chapter 6: Flowing in the Right Direction:
Lean Projects and Kaizen 117
Kaizen: A Way of Life 118
Kaizen: The philosophy 118
Kaizen in action 119
Improving the Value Stream with Kaizen 122
Selecting projects 122
Project methodology 123
Individual projects 125
Group projects 125
Kaizen: The Workshop 127
Planning the Kaizen workshop 127
Conducting the Kaizen workshop 130
Sustaining the Kaizen-workshop gains 132
Part HI: The Lean Toolbox 133
Chapter 7: Customer and Value-Stream Tools 135
Communing with the Customer 135
Capturing the voice of the customer 135
Understanding customer satisfaction 137
Sizing up the competition 138
Working with the Value Stream 140
Quantifying the value stream 140
Making Woodward and Bernstein proud: Investigating
your value stream like a reporter 143
Using Qualitative Tools 145
Relations Diagrams: Relating to each other 145
Affinity Diagrams: Like meets like 147
Tree Diagrams: From trunk to leaves 147
Matrix Diagrams: Where information meets 148
Matrix Data Analysis Charts: Comparing
multiple characteristics 148
Lean For Dummies
Process Decision Program Charts:
Understanding and mitigating risk 149
Activity Networks or Arrow Diagrams:
Networking activities 149
Working with Software Tools 149
Chapter 8: Flow and Pull Tools 151
Flow 152
Establishing order through 5S 152
Take one, make one 154
Preventing blockages to flow 161
Pull 165
Smoothing out the bumps 165
Signaling replenishment 166
Changing logistics 168
Chapter 9: Perfection Tools 169
Beginning with Standardized Work 169
Guiding rules for standardized work 170
Implementing standardized work 171
Improving with Kaizen 174
Seeing Is Knowing: Visual-Management Tools 175
Andon 176
Display boards 176
Cross-training charts 178
Pictograms 179
Everyday Improvement Tools 179
The 5 Whys 180
The seven basic tools of quality 181
Computer Tools 189
Chapter 10: Management Tools 191
Managing Strategy 192
Hoshin: Balanced planning 192
The Balanced Scorecard 197
BAM! BAM! Management dashboards 199
Creepy, crawly spider charts 201
Go and See 204
Genchi genbutsu 204
Gemba walks ZZZZZZ 205
Software and Information Management 206
Lean facilitation software 206
Statistics and graphical analysis 207
Business Process Management 207
Table of Contents
PartW: The Lean Enterprise 209
Chapter 11: Lean in the Organization: Principles,
Behaviors, and Change 211
Assessing Organizational Culture 212
Will the real principles please stand up? 212
Getting the culture to the starting line 213
Measuring the gap 215
Changing the Organization 217
Going through the five phases of change 218
Hurdling roadblocks to success 221
Forecasting the Future 222
The journey that never ends 223
Propagating the principles 223
Differentiating the parts from the whole 225
Chapter 12: Power to the People 227
The Human Side of Change 228
Change and the individual 228
Change and the team 234
Change and the managers 237
The Master and the Students 246
The Lean sensei 246
Lean students 248
Chapter 13: Go Lean: Implementation Strategy,
Startup, and Evolution 251
Preparing to Go Lean 252
Starting from the top 252
Creating the Lean infrastructure 254
Beginning the Journey: The Lean Rollout 256
Minding the big picture 257
Picking the starting point 258
Creating awareness 259
Avoiding program-of-the-month syndrome 261
Measurements: The enterprise at a glance 262
Living Lean 263
The Lean evolution 264
Building the learning organization 266
Creating the continuous-improvement mindset 267
Facilitating with finance 268
Getting support from IT 269
Now I am the master 269
Lean For Dummies
Chapter 14: Lean within the Enterprise 271
Lean Enterprise Management 272
It s a Lean, Lean, Lean, Lean world 272
Leaning up the support functions 273
Lean Product Development 277
Product development: The systems approach 280
Hearing the voice of the customer 280
Front-loading the engineering process 281
Concurrent engineering 281
Genchi genbutsu: Go and see 283
Rigorous standardization — for maximum flexibility 283
Designing for manufacture 284
Built-in learning 286
A few words about software development 286
Lean Supplier Management 287
Behaving like one entity: The architecture of supply 288
Binding the links 289
Let it flow 289
Logistics 289
Positioning stock strategically in the chain 290
Lean Production Processes 290
Lean Customer Management 292
Selling the customer 293
Servicing the customer 293
Lean and the Quality Organization 294
Chapter 15: Lean across Industry 295
Starting with What s Common 295
Lean Manufacturing 296
From batch to flow 297
Safety: The sixth S 298
Reducing inventory 298
Kanban, just-in-time, and the pull system 299
Volume and variety 300
Lean Services 301
Commercial services versus internal services 302
A service is a product, too! 303
The seven forms of service waste 304
Improving services the Lean way 305
Lean Transactions 307
Lean Government 308
Lean in Healthcare 309
Improving healthcare through Lean 310
Defining waste in healthcare 310
Lean Everywhere 311
Nonprofit organizations 311
Retail 311
Table of Contents
Part V: The Part of Tens 313
Chapter 16: Ten Best Practices of Lean 315
Feel the Force (of the Customer), Luke 315
Step by Step, Inch by Inch 316
Follow the Value Stream 316
Eat Your Vegetables 316
Turn Over a Rock 317
People First! 317
Genchi Gambutsu 317
The Art of Simplicity 318
At a Glance 318
Standardize Something — Standardize Everything! 319
Chapter 17: Ten Pitfalls to Avoid 321
Yawn 321
Same-Old Same-Old Senior Management 322
Quick Fix! 323
Cherry-Picking 323
Beans Are Beans 324
Playing the Shell Game 324
The Grease Monkeys 325
Busy Bees 325
Stuck in the Middle Again 325
Lean Six Sigma 326
Chapter 18: Ten Places to Go for Help 327
Books and Publications 327
Online Information 328
Blog Sites 329
Professional Societies and Associations 329
Conferences and Symposia 330
Consultants, Facilitators, and Trainers 331
Lean Periodicals 331
Software Providers 332
Practitioners 332
Related Genres 332
Glossary 335
Index 31*5
XViii Lean For Dummies
|
| adam_txt |
Contents at a Glance
Introduction /
Part 1: Lean Basics 7
Chapter 1: Defining Lean 9
Chapter 2: The Foundation and Language of Lean 27
Part 11: Understanding Fiou) and the Value Stream .47
Chapter 3: Seeing Value through the Eyes of the Customer 49
Chapter 4: A Resource Runs through It: Value Stream Mapping 71
Chapter 5: Charting the Course: Using Value Stream Maps 93
Chapter 6: Flowing in the Right Direction: Lean Projects and Kaizen 117
Part HI: The Lean Toolbox. 133
Chapter 7: Customer and Value-Stream Tools 135
Chapter 8: Flow and Pull Tools 151
Chapter 9: Perfection Tools 169
Chapter 10: Management Tools 191
Part IV: The Lean Enterprise 209
Chapter 11: Lean in the Organization: Principles, Behaviors, and Change 211
Chapter 12: Power to the People 227
Chapter 13: Go Lean: Implementation Strategy, Startup, and Evolution 251
Chapter 14: Lean within the Enterprise 271
Chapter 15: Lean across Industry 295
Part V: The Part of Tens 313
Chapter 16: Ten Best Practices of Lean 315
Chapter 17: Ten Pitfalls to Avoid 321
Chapter 18: Ten Places to Go for Help 327
Glossary 335
Index 345
Table of Contents
Introduction /
About This Book 2
Conventions Used in This Book 2
Foolish Assumptions 3
How This Book Is Organized 4
Part I: Lean Basics 4
Part II: Understanding Flow and the Value Stream 4
Part III: The Lean Toolbox 4
Part IV: The Lean Enterprise 5
Part V: The Part of Tens 5
Icons Used in This Book 5
Where to Go from Here 6
Part 1: Lean Basics 7
Chapter 1: Defining Lean 9
What Is Lean? 12
Waste not, want not 12
The logic of Lean 13
Where is Lean? 14
What it's not 17
What makes Lean so special? 18
The Lean Pedigree 19
Toyoda and Ohno 20
The Toyota Production System 20
Lean and Its Continuous Process Improvement Cousins 22
Total Quality Management (TQM) 22
Six Sigma 23
Theory of Constraints (TOC) 24
Total Productive Maintenance (TPM) 24
ISO-9000 24
Business Process Management (BPM) 25
Chapter 2: The Foundation and Language of Lean 27
Understanding Lean Basics 28
Creating the foundation 28
Learning from TPS 35
Foundational wisdom 37
Getting into Shape 43
Muda, muda, muda 43
All in the family 45
Lean For Dummies
Part 11: Understanding Ftou; and the Value Stream 47
Chapter 3: Seeing Value through the Eyes of the Customer 49
What Is Value? 49
To Add Value or Not to Add Value, That Is the Question [".'.'.'.'.'.'.'.'.'.'.51
Defining value-added 51
Defining non-value-added 52
When non-value-added seems like value-added 53
Understanding How the Customer Defines Value 55
Uncovering the elusive customer 55
Considering customer value 57
Understanding How the Consumer Defines Value 61
Responding to the consumer 62
Understanding what consumers value 64
Introducing the Value Stream 65
Visualizing the value stream !ZZZZ!!.!.66
Looking at the flow of information 67
Chapter 4: A Resource Runs through It: Value Stream Mapping . .71
The Who, What, and Why of Value Stream Maps 72
The purpose of a Value Stream Map 74
The people who use a Value Stream Map 74
The elements of a Value Stream Map .75
Row, Row, Row Your Boat: Getting Started 76
Identifying the natural owner "!""ZZH" 76
Gathering the crew 77
Using mapping tools ['.'.[[[[[[[[[[ .77
Gathering supporting information [['.[[[[[[[[['.[['.'. 79
A VSM example: Pre-made gourmet salads 80
Sorting Through the Tributaries: Creating the Current-State
Value Stream Map 82
Identifying the activities ZZ!!ZZZ"IZ^"^"""""82
Qualifying and quantifying Z!^"ZZ""ZZ"Z.85
Determining the information flow 87
Summing Up the Process 88
The box score 89
Takt time 9q
Check the Chart: Validating the Value Stream Map"III.l.'Z.Z.Z.Z'9O
Chapter 5: Charting the Course: Using Value Stream Maps 93
Investigating the Value Stream for Clues 94
Rounding up the usual suspects ZZZZZZ 94
Analyzing from different perspectives !!ZZZ!!ZZZ"""ZZ'98
Evaluating the evidence: An analyzed exampie '.Z.''.^ZZ^.'ZlO3
Table of Contents
Painting a Picture of the Future 106
Creating the Ideal-State Value Stream Map:
Where all is perfect in the world 107
Stepping closer to perfection: The Future-State
Value Stream Map 107
Creating the Mosaic of Continuous Improvement:
Setting the Stage for Kaizen 114
Looking toward the annual horizon 114
Future-State implementations 115
Chapter 6: Flowing in the Right Direction:
Lean Projects and Kaizen 117
Kaizen: A Way of Life 118
Kaizen: The philosophy 118
Kaizen in action 119
Improving the Value Stream with Kaizen 122
Selecting projects 122
Project methodology 123
Individual projects 125
Group projects 125
Kaizen: The Workshop 127
Planning the Kaizen workshop 127
Conducting the Kaizen workshop 130
Sustaining the Kaizen-workshop gains 132
Part HI: The Lean Toolbox 133
Chapter 7: Customer and Value-Stream Tools 135
Communing with the Customer 135
Capturing the voice of the customer 135
Understanding customer satisfaction 137
Sizing up the competition 138
Working with the Value Stream 140
Quantifying the value stream 140
Making Woodward and Bernstein proud: Investigating
your value stream like a reporter 143
Using Qualitative Tools 145
Relations Diagrams: Relating to each other 145
Affinity Diagrams: Like meets like 147
Tree Diagrams: From trunk to leaves 147
Matrix Diagrams: Where information meets 148
Matrix Data Analysis Charts: Comparing
multiple characteristics 148
Lean For Dummies
Process Decision Program Charts:
Understanding and mitigating risk 149
Activity Networks or Arrow Diagrams:
Networking activities 149
Working with Software Tools 149
Chapter 8: Flow and Pull Tools 151
Flow 152
Establishing order through 5S 152
Take one, make one 154
Preventing blockages to flow 161
Pull 165
Smoothing out the bumps 165
Signaling replenishment 166
Changing logistics 168
Chapter 9: Perfection Tools 169
Beginning with Standardized Work 169
Guiding rules for standardized work 170
Implementing standardized work 171
Improving with Kaizen 174
Seeing Is Knowing: Visual-Management Tools 175
Andon 176
Display boards 176
Cross-training charts 178
Pictograms 179
Everyday Improvement Tools 179
The 5 Whys 180
The seven basic tools of quality 181
Computer Tools 189
Chapter 10: Management Tools 191
Managing Strategy 192
Hoshin: Balanced planning 192
The Balanced Scorecard 197
BAM! BAM! Management dashboards 199
Creepy, crawly spider charts 201
Go and See 204
Genchi genbutsu 204
Gemba walks ZZZZZZ 205
Software and Information Management 206
Lean facilitation software 206
Statistics and graphical analysis 207
Business Process Management 207
Table of Contents
PartW: The Lean Enterprise 209
Chapter 11: Lean in the Organization: Principles,
Behaviors, and Change 211
Assessing Organizational Culture 212
Will the real principles please stand up? 212
Getting the culture to the starting line 213
Measuring the gap 215
Changing the Organization 217
Going through the five phases of change 218
Hurdling roadblocks to success 221
Forecasting the Future 222
The journey that never ends 223
Propagating the principles 223
Differentiating the parts from the whole 225
Chapter 12: Power to the People 227
The Human Side of Change 228
Change and the individual 228
Change and the team 234
Change and the managers 237
The Master and the Students 246
The Lean sensei 246
Lean students 248
Chapter 13: Go Lean: Implementation Strategy,
Startup, and Evolution 251
Preparing to Go Lean 252
Starting from the top 252
Creating the Lean infrastructure 254
Beginning the Journey: The Lean Rollout 256
Minding the big picture 257
Picking the starting point 258
Creating awareness 259
Avoiding program-of-the-month syndrome 261
Measurements: The enterprise at a glance 262
Living Lean 263
The Lean evolution 264
Building the learning organization 266
Creating the continuous-improvement mindset 267
Facilitating with finance 268
Getting support from IT 269
Now I am the master 269
Lean For Dummies
Chapter 14: Lean within the Enterprise 271
Lean Enterprise Management 272
It's a Lean, Lean, Lean, Lean world 272
Leaning up the support functions 273
Lean Product Development 277
Product development: The systems approach 280
Hearing the voice of the customer 280
Front-loading the engineering process 281
Concurrent engineering 281
Genchi genbutsu: Go and see 283
Rigorous standardization — for maximum flexibility 283
Designing for manufacture 284
Built-in learning 286
A few words about software development 286
Lean Supplier Management 287
Behaving like one entity: The architecture of supply 288
Binding the links 289
Let it flow 289
Logistics 289
Positioning stock strategically in the chain 290
Lean Production Processes 290
Lean Customer Management 292
Selling the customer 293
Servicing the customer 293
Lean and the Quality Organization 294
Chapter 15: Lean across Industry 295
Starting with What's Common 295
Lean Manufacturing 296
From batch to flow 297
Safety: "The sixth S" 298
Reducing inventory 298
Kanban, just-in-time, and the pull system 299
Volume and variety 300
Lean Services 301
Commercial services versus internal services 302
A service is a product, too! 303
The seven forms of service waste 304
Improving services the Lean way 305
Lean Transactions 307
Lean Government 308
Lean in Healthcare 309
Improving healthcare through Lean 310
Defining waste in healthcare 310
Lean Everywhere 311
Nonprofit organizations 311
Retail 311
Table of Contents
Part V: The Part of Tens 313
Chapter 16: Ten Best Practices of Lean 315
Feel the Force (of the Customer), Luke 315
Step by Step, Inch by Inch 316
Follow the Value Stream 316
Eat Your Vegetables 316
Turn Over a Rock 317
People First! 317
Genchi Gambutsu 317
The Art of Simplicity 318
At a Glance 318
Standardize Something — Standardize Everything! 319
Chapter 17: Ten Pitfalls to Avoid 321
Yawn 321
Same-Old Same-Old Senior Management 322
Quick Fix! 323
Cherry-Picking 323
Beans Are Beans 324
Playing the Shell Game 324
The Grease Monkeys 325
Busy Bees 325
Stuck in the Middle Again 325
Lean Six Sigma 326
Chapter 18: Ten Places to Go for Help 327
Books and Publications 327
Online Information 328
Blog Sites 329
Professional Societies and Associations 329
Conferences and Symposia 330
Consultants, Facilitators, and Trainers 331
Lean Periodicals 331
Software Providers 332
Practitioners 332
Related Genres 332
Glossary 335
Index 31*5
XViii Lean For Dummies |
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| id | DE-604.BV023124069 |
| illustrated | Illustrated |
| index_date | 2024-07-02T19:52:41Z |
| indexdate | 2024-07-09T21:11:36Z |
| institution | BVB |
| isbn | 9780470099315 |
| language | German |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016326503 |
| oclc_num | 634780056 |
| open_access_boolean | |
| owner | DE-1051 DE-11 |
| owner_facet | DE-1051 DE-11 |
| physical | XVIII, 362 S. graph. Darst. |
| publishDate | 2007 |
| publishDateSearch | 2007 |
| publishDateSort | 2007 |
| publisher | Wiley |
| record_format | marc |
| series2 | ... for Dummies |
| spelling | Sayer, Natalie J. Verfasser aut Lean for dummies [elimate waste, add customer value and improve performance!] by Natalie J. Sayer and Bruce Williams Hoboken, NJ Wiley 2007 XVIII, 362 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier ... for Dummies Organisation (DE-588)4043774-7 gnd rswk-swf Lean Management (DE-588)4300840-9 gnd rswk-swf Operations Management (DE-588)4549167-7 gnd rswk-swf Effizienz (DE-588)4013585-8 gnd rswk-swf Operations Management (DE-588)4549167-7 s Organisation (DE-588)4043774-7 s Effizienz (DE-588)4013585-8 s DE-604 Lean Management (DE-588)4300840-9 s Williams, Bruce Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016326503&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sayer, Natalie J. Williams, Bruce Lean for dummies [elimate waste, add customer value and improve performance!] Organisation (DE-588)4043774-7 gnd Lean Management (DE-588)4300840-9 gnd Operations Management (DE-588)4549167-7 gnd Effizienz (DE-588)4013585-8 gnd |
| subject_GND | (DE-588)4043774-7 (DE-588)4300840-9 (DE-588)4549167-7 (DE-588)4013585-8 |
| title | Lean for dummies [elimate waste, add customer value and improve performance!] |
| title_auth | Lean for dummies [elimate waste, add customer value and improve performance!] |
| title_exact_search | Lean for dummies [elimate waste, add customer value and improve performance!] |
| title_exact_search_txtP | Lean for dummies [elimate waste, add customer value and improve performance!] |
| title_full | Lean for dummies [elimate waste, add customer value and improve performance!] by Natalie J. Sayer and Bruce Williams |
| title_fullStr | Lean for dummies [elimate waste, add customer value and improve performance!] by Natalie J. Sayer and Bruce Williams |
| title_full_unstemmed | Lean for dummies [elimate waste, add customer value and improve performance!] by Natalie J. Sayer and Bruce Williams |
| title_short | Lean for dummies |
| title_sort | lean for dummies elimate waste add customer value and improve performance |
| title_sub | [elimate waste, add customer value and improve performance!] |
| topic | Organisation (DE-588)4043774-7 gnd Lean Management (DE-588)4300840-9 gnd Operations Management (DE-588)4549167-7 gnd Effizienz (DE-588)4013585-8 gnd |
| topic_facet | Organisation Lean Management Operations Management Effizienz |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016326503&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT sayernataliej leanfordummieselimatewasteaddcustomervalueandimproveperformance AT williamsbruce leanfordummieselimatewasteaddcustomervalueandimproveperformance |