Office Lean :: understanding and implementing Flow in a professional and administrative environment /
Lean has proven itself as an exceptional business system in manufacturing and a variety of other sectors, such as supply chain, retail, and healthcare. Where Lean has not yet made much of an impact is in professional "white-collar" industries such as banking and insurance, technology servi...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York :
Productivity Press,
2019.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Lean has proven itself as an exceptional business system in manufacturing and a variety of other sectors, such as supply chain, retail, and healthcare. Where Lean has not yet made much of an impact is in professional "white-collar" industries such as banking and insurance, technology services, or government. Why? It is not, as many have assumed, a matter of Lean being irrelevant to "knowledge work," but rather a problem of it being poorly understood and therefore poorly applied in professional office settings. This book closes the gap between Lean's promise, on the one hand, of innovation, business growth, and sustainable competitive advantage; and, on the other, the too frequent reality of Lean's application ending in disappointing results. While nearly every major professional business -- including the digital giants like Apple, Google and Amazon -- has attempted to apply Lean concepts in some way (sometimes under the name Agile), its practice in white-collar industries typically ends up being limited to a small bunch of highly-specialized experts making small, fairly inconsequential improvements in isolated areas, leaving leaders wondering how to make Lean's transformative potential work on a broader basis. The purpose of the book is to help Lean practitioners (both leaders/managers and coaches/consultants) who work in professional office environments gain purchase on the amazing, transformative results Lean can bring to all companies. Overturning the common perception that Lean is about imposing overly rigid rules, or eliminating waste, the book presents Lean as a dynamic, flexible, people-centric philosophy that delivers outstanding financial results by improving both employee engagement and customer experience. The book explains, in simple terms, what Lean is -- and what Lean isn't -- enabling office professionals to understand how it can be successfully applied to their complex office-based work environments. It combines practical explanations of the most important core concepts of the Lean philosophy with relevant, practical, real-world examples from the fields of accounting, finance, insurance, IT, HR and government |
| Beschreibung: | 1 online resource (1 volume) : illustrations (black and white) |
| ISBN: | 9780429203817 0429203810 9780429512223 0429512228 9780429519086 0429519087 0429515650 9780429515651 |
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| 520 | |a Lean has proven itself as an exceptional business system in manufacturing and a variety of other sectors, such as supply chain, retail, and healthcare. Where Lean has not yet made much of an impact is in professional "white-collar" industries such as banking and insurance, technology services, or government. Why? It is not, as many have assumed, a matter of Lean being irrelevant to "knowledge work," but rather a problem of it being poorly understood and therefore poorly applied in professional office settings. This book closes the gap between Lean's promise, on the one hand, of innovation, business growth, and sustainable competitive advantage; and, on the other, the too frequent reality of Lean's application ending in disappointing results. While nearly every major professional business -- including the digital giants like Apple, Google and Amazon -- has attempted to apply Lean concepts in some way (sometimes under the name Agile), its practice in white-collar industries typically ends up being limited to a small bunch of highly-specialized experts making small, fairly inconsequential improvements in isolated areas, leaving leaders wondering how to make Lean's transformative potential work on a broader basis. The purpose of the book is to help Lean practitioners (both leaders/managers and coaches/consultants) who work in professional office environments gain purchase on the amazing, transformative results Lean can bring to all companies. Overturning the common perception that Lean is about imposing overly rigid rules, or eliminating waste, the book presents Lean as a dynamic, flexible, people-centric philosophy that delivers outstanding financial results by improving both employee engagement and customer experience. The book explains, in simple terms, what Lean is -- and what Lean isn't -- enabling office professionals to understand how it can be successfully applied to their complex office-based work environments. It combines practical explanations of the most important core concepts of the Lean philosophy with relevant, practical, real-world examples from the fields of accounting, finance, insurance, IT, HR and government | ||
| 545 | 0 | |a Ken Eakin is a Senior Advisor, Operational Excellence at Export Development Canada (EDC), a government-owned financial services company that runs on commercial principles. Based in Ottawa, Ken has been a Lean coach to EDC leaders at all levels, including senior executives, in the areas of Financing, Insurance, Corporate Finance, IT and Corporate Services of EDC. Prior to working at EDC, he worked as a Process Improvement Manager in the container shipping industry in Toronto, where he earned his certification as a Lean Six Sigma Black Belt. He holds an MA in Cinema Studies from the University of Wisconsin-Madison, and an MBA from the Rotman School of Business at the University of Toronto. | |
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover -- Half TItle -- Title Page -- Copyright Page -- Contents -- Preface: Caring for People -- Acknowledgments -- Author -- Introduction: We Don't Make Widgets -- Notes -- Part I: Grasping the Situation -- 1: The Legacy of Industrial Management -- Chaos -- Industrial Management -- Compliance Machines -- Three Main Takeaways -- Notes -- 2: Two Types of Efficiency -- The Persistence of Resource Efficiency -- The School of Mass Production -- The Negative Consequences of Resource Efficiency -- Doubling Down -- Busy Does Not Mean Productive -- Flow-ver Dose -- Escaping the Trade-Off -- Three Main Takeaways -- Notes -- 3: Changing the System -- Respect for People -- Information Does Not Create Behavior -- Thinking of Organizations as Systems -- Changing Thinking and Behavior -- Systems Drive Behavior -- Behavior Drives Thinking -- Focus on Flow -- What about Waste? -- The Waste We Cannot See -- Three Main Takeaways -- Notes -- Part II: Designing For Flow -- 4: Understanding Flow -- Understanding Flow -- Handoffs -- So How Do I Create Flow? -- Focus on Wait Time -- Compress the Value Stream -- Flow Creates Capacity -- Three Main Takeaways -- Notes -- 5: Busy Does Not Mean Productive -- Activity Is Often Confused for Work -- People Are Not the Problem -- Three Main Takeaways -- Notes -- 6: Design Principle I: Continuity -- Three Main Takeaways -- Notes -- 7: An Accounting Story -- Three Main Takeaways -- Notes -- 8: Design Principle II: Balance -- Bucket Brigades -- Bob the Bottleneck -- Invisible Bottlenecks -- Balance -- Three Main Takeaways -- Notes -- 9: Creating Balance -- People -- Time -- Work -- Dealing with Variation -- Agility -- Three Main Takeaways -- Notes -- 10: The CapCell Experiment -- Three Main Takeaways -- Notes -- 11: The Seven Gates of Hell -- Countermeasures -- Managing Customer Experience -- Managing Variation. | |
| 505 | 8 | |a Three Main Takeaways -- Notes -- Part III: Thinking Beyond Flow -- 12: Prerequisites to Problem Solving -- Step 1: Define Your Customers -- Step 2: Understand Customer Value -- Step 3: Visualize Your Workflow -- Step 4: Create Flow -- Step 5: Solve Problems -- Solving Problems the Slow Way -- Three Main Takeaways -- Notes -- 13: Start with Standards -- Reflection -- Start with Standards -- The Challenge of Standards -- Everyone Hates Standards -- Eight Big Misconceptions about Standards -- Misconception #1: Standards Are Coercive -- Misconception #2: Standards Are Always Very Precise and Detailed -- Misconception #3: Standards Only Apply to Highly Repetitive Work -- Misconception #4: Standards Need to Be Created and Enforced Centrally -- Misconception #5: Standards Kill Creativity -- Misconception #6: Standards Are Not Customer Friendly -- Misconception #7: Measurements Are Not Standards -- Misconception #8: Standards Are Inflexible and Can Rarely Be Changed -- Summary -- Three Main Takeaways -- Notes -- 14: Using Standards to Create Flow -- Three Main Takeaways -- Note -- 15: Lean Thinking and the Digital Age -- So, What Do We Mean by Digital? -- Lean First, Automate Second -- Automation and Continuity -- Three Main Takeaways -- Notes -- 16: Automation and Imbalance -- Three Main Takeaways -- 17: Lean Leadership and Strategy -- Development of People -- Connecting Functions and Systems -- Go See -- T-Shaped Leadership -- Operations Is the Strategy -- Three Main Takeaways -- Notes -- Conclusion: Work Is a Human System -- Notes -- Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms -- Generally Speaking -- Index. | |
| 650 | 0 | |a Lean manufacturing. |0 http://id.loc.gov/authorities/subjects/sh2008007591 | |
| 650 | 0 | |a Organizational effectiveness. |0 http://id.loc.gov/authorities/subjects/sh85095526 | |
| 650 | 6 | |a Production allégée. | |
| 650 | 6 | |a Efficacité organisationnelle. | |
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| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
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| 650 | 7 | |a Organizational effectiveness |2 fast | |
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| 776 | 0 | 8 | |i Print version: |a Eakin, Ken. |t Office Lean. |d New York : Productivity Press, 2019 |z 9780367196653 |w (OCoLC)1121097396 |
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| adam_text | |
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| bvnumber | localFWS |
| callnumber-first | T - Technology |
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| contents | Cover -- Half TItle -- Title Page -- Copyright Page -- Contents -- Preface: Caring for People -- Acknowledgments -- Author -- Introduction: We Don't Make Widgets -- Notes -- Part I: Grasping the Situation -- 1: The Legacy of Industrial Management -- Chaos -- Industrial Management -- Compliance Machines -- Three Main Takeaways -- Notes -- 2: Two Types of Efficiency -- The Persistence of Resource Efficiency -- The School of Mass Production -- The Negative Consequences of Resource Efficiency -- Doubling Down -- Busy Does Not Mean Productive -- Flow-ver Dose -- Escaping the Trade-Off -- Three Main Takeaways -- Notes -- 3: Changing the System -- Respect for People -- Information Does Not Create Behavior -- Thinking of Organizations as Systems -- Changing Thinking and Behavior -- Systems Drive Behavior -- Behavior Drives Thinking -- Focus on Flow -- What about Waste? -- The Waste We Cannot See -- Three Main Takeaways -- Notes -- Part II: Designing For Flow -- 4: Understanding Flow -- Understanding Flow -- Handoffs -- So How Do I Create Flow? -- Focus on Wait Time -- Compress the Value Stream -- Flow Creates Capacity -- Three Main Takeaways -- Notes -- 5: Busy Does Not Mean Productive -- Activity Is Often Confused for Work -- People Are Not the Problem -- Three Main Takeaways -- Notes -- 6: Design Principle I: Continuity -- Three Main Takeaways -- Notes -- 7: An Accounting Story -- Three Main Takeaways -- Notes -- 8: Design Principle II: Balance -- Bucket Brigades -- Bob the Bottleneck -- Invisible Bottlenecks -- Balance -- Three Main Takeaways -- Notes -- 9: Creating Balance -- People -- Time -- Work -- Dealing with Variation -- Agility -- Three Main Takeaways -- Notes -- 10: The CapCell Experiment -- Three Main Takeaways -- Notes -- 11: The Seven Gates of Hell -- Countermeasures -- Managing Customer Experience -- Managing Variation. Three Main Takeaways -- Notes -- Part III: Thinking Beyond Flow -- 12: Prerequisites to Problem Solving -- Step 1: Define Your Customers -- Step 2: Understand Customer Value -- Step 3: Visualize Your Workflow -- Step 4: Create Flow -- Step 5: Solve Problems -- Solving Problems the Slow Way -- Three Main Takeaways -- Notes -- 13: Start with Standards -- Reflection -- Start with Standards -- The Challenge of Standards -- Everyone Hates Standards -- Eight Big Misconceptions about Standards -- Misconception #1: Standards Are Coercive -- Misconception #2: Standards Are Always Very Precise and Detailed -- Misconception #3: Standards Only Apply to Highly Repetitive Work -- Misconception #4: Standards Need to Be Created and Enforced Centrally -- Misconception #5: Standards Kill Creativity -- Misconception #6: Standards Are Not Customer Friendly -- Misconception #7: Measurements Are Not Standards -- Misconception #8: Standards Are Inflexible and Can Rarely Be Changed -- Summary -- Three Main Takeaways -- Notes -- 14: Using Standards to Create Flow -- Three Main Takeaways -- Note -- 15: Lean Thinking and the Digital Age -- So, What Do We Mean by Digital? -- Lean First, Automate Second -- Automation and Continuity -- Three Main Takeaways -- Notes -- 16: Automation and Imbalance -- Three Main Takeaways -- 17: Lean Leadership and Strategy -- Development of People -- Connecting Functions and Systems -- Go See -- T-Shaped Leadership -- Operations Is the Strategy -- Three Main Takeaways -- Notes -- Conclusion: Work Is a Human System -- Notes -- Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms -- Generally Speaking -- Index. |
| ctrlnum | (OCoLC)1121596492 |
| dewey-full | 658.4013 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4013 |
| dewey-search | 658.4013 |
| dewey-sort | 3658.4013 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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"><subfield code="a">1 online resource (1 volume) :</subfield><subfield code="b">illustrations (black and white)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">computer</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">online resource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Lean has proven itself as an exceptional business system in manufacturing and a variety of other sectors, such as supply chain, retail, and healthcare. Where Lean has not yet made much of an impact is in professional "white-collar" industries such as banking and insurance, technology services, or government. Why? It is not, as many have assumed, a matter of Lean being irrelevant to "knowledge work," but rather a problem of it being poorly understood and therefore poorly applied in professional office settings. This book closes the gap between Lean's promise, on the one hand, of innovation, business growth, and sustainable competitive advantage; and, on the other, the too frequent reality of Lean's application ending in disappointing results. While nearly every major professional business -- including the digital giants like Apple, Google and Amazon -- has attempted to apply Lean concepts in some way (sometimes under the name Agile), its practice in white-collar industries typically ends up being limited to a small bunch of highly-specialized experts making small, fairly inconsequential improvements in isolated areas, leaving leaders wondering how to make Lean's transformative potential work on a broader basis. The purpose of the book is to help Lean practitioners (both leaders/managers and coaches/consultants) who work in professional office environments gain purchase on the amazing, transformative results Lean can bring to all companies. Overturning the common perception that Lean is about imposing overly rigid rules, or eliminating waste, the book presents Lean as a dynamic, flexible, people-centric philosophy that delivers outstanding financial results by improving both employee engagement and customer experience. The book explains, in simple terms, what Lean is -- and what Lean isn't -- enabling office professionals to understand how it can be successfully applied to their complex office-based work environments. It combines practical explanations of the most important core concepts of the Lean philosophy with relevant, practical, real-world examples from the fields of accounting, finance, insurance, IT, HR and government</subfield></datafield><datafield tag="545" ind1="0" ind2=" "><subfield code="a">Ken Eakin is a Senior Advisor, Operational Excellence at Export Development Canada (EDC), a government-owned financial services company that runs on commercial principles. Based in Ottawa, Ken has been a Lean coach to EDC leaders at all levels, including senior executives, in the areas of Financing, Insurance, Corporate Finance, IT and Corporate Services of EDC. Prior to working at EDC, he worked as a Process Improvement Manager in the container shipping industry in Toronto, where he earned his certification as a Lean Six Sigma Black Belt. He holds an MA in Cinema Studies from the University of Wisconsin-Madison, and an MBA from the Rotman School of Business at the University of Toronto.</subfield></datafield><datafield tag="588" ind1="0" ind2=" "><subfield code="a">Print version record.</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">Cover -- Half TItle -- Title Page -- Copyright Page -- Contents -- Preface: Caring for People -- Acknowledgments -- Author -- Introduction: We Don't Make Widgets -- Notes -- Part I: Grasping the Situation -- 1: The Legacy of Industrial Management -- Chaos -- Industrial Management -- Compliance Machines -- Three Main Takeaways -- Notes -- 2: Two Types of Efficiency -- The Persistence of Resource Efficiency -- The School of Mass Production -- The Negative Consequences of Resource Efficiency -- Doubling Down -- Busy Does Not Mean Productive -- Flow-ver Dose -- Escaping the Trade-Off -- Three Main Takeaways -- Notes -- 3: Changing the System -- Respect for People -- Information Does Not Create Behavior -- Thinking of Organizations as Systems -- Changing Thinking and Behavior -- Systems Drive Behavior -- Behavior Drives Thinking -- Focus on Flow -- What about Waste? -- The Waste We Cannot See -- Three Main Takeaways -- Notes -- Part II: Designing For Flow -- 4: Understanding Flow -- Understanding Flow -- Handoffs -- So How Do I Create Flow? -- Focus on Wait Time -- Compress the Value Stream -- Flow Creates Capacity -- Three Main Takeaways -- Notes -- 5: Busy Does Not Mean Productive -- Activity Is Often Confused for Work -- People Are Not the Problem -- Three Main Takeaways -- Notes -- 6: Design Principle I: Continuity -- Three Main Takeaways -- Notes -- 7: An Accounting Story -- Three Main Takeaways -- Notes -- 8: Design Principle II: Balance -- Bucket Brigades -- Bob the Bottleneck -- Invisible Bottlenecks -- Balance -- Three Main Takeaways -- Notes -- 9: Creating Balance -- People -- Time -- Work -- Dealing with Variation -- Agility -- Three Main Takeaways -- Notes -- 10: The CapCell Experiment -- Three Main Takeaways -- Notes -- 11: The Seven Gates of Hell -- Countermeasures -- Managing Customer Experience -- Managing Variation.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Three Main Takeaways -- Notes -- Part III: Thinking Beyond Flow -- 12: Prerequisites to Problem Solving -- Step 1: Define Your Customers -- Step 2: Understand Customer Value -- Step 3: Visualize Your Workflow -- Step 4: Create Flow -- Step 5: Solve Problems -- Solving Problems the Slow Way -- Three Main Takeaways -- Notes -- 13: Start with Standards -- Reflection -- Start with Standards -- The Challenge of Standards -- Everyone Hates Standards -- Eight Big Misconceptions about Standards -- Misconception #1: Standards Are Coercive -- Misconception #2: Standards Are Always Very Precise and Detailed -- Misconception #3: Standards Only Apply to Highly Repetitive Work -- Misconception #4: Standards Need to Be Created and Enforced Centrally -- Misconception #5: Standards Kill Creativity -- Misconception #6: Standards Are Not Customer Friendly -- Misconception #7: Measurements Are Not Standards -- Misconception #8: Standards Are Inflexible and Can Rarely Be Changed -- Summary -- Three Main Takeaways -- Notes -- 14: Using Standards to Create Flow -- Three Main Takeaways -- Note -- 15: Lean Thinking and the Digital Age -- So, What Do We Mean by Digital? -- Lean First, Automate Second -- Automation and Continuity -- Three Main Takeaways -- Notes -- 16: Automation and Imbalance -- Three Main Takeaways -- 17: Lean Leadership and Strategy -- Development of People -- Connecting Functions and Systems -- Go See -- T-Shaped Leadership -- Operations Is the Strategy -- Three Main Takeaways -- Notes -- Conclusion: Work Is a Human System -- Notes -- Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms -- Generally Speaking -- Index.</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Lean manufacturing.</subfield><subfield code="0">http://id.loc.gov/authorities/subjects/sh2008007591</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Organizational effectiveness.</subfield><subfield code="0">http://id.loc.gov/authorities/subjects/sh85095526</subfield></datafield><datafield tag="650" ind1=" " ind2="6"><subfield code="a">Production allégée.</subfield></datafield><datafield tag="650" ind1=" " ind2="6"><subfield code="a">Efficacité organisationnelle.</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS</subfield><subfield code="x">General.</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS</subfield><subfield code="x">Management.</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">BUSINESS & ECONOMICS</subfield><subfield code="x">Quality Control.</subfield><subfield code="2">bisacsh</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Lean manufacturing</subfield><subfield code="2">fast</subfield></datafield><datafield tag="650" ind1=" " ind2="7"><subfield code="a">Organizational effectiveness</subfield><subfield code="2">fast</subfield></datafield><datafield tag="758" ind1=" " ind2=" "><subfield code="i">has work:</subfield><subfield code="a">OFFICE LEAN (Text)</subfield><subfield code="1">https://id.oclc.org/worldcat/entity/E39PCYhFfxQY89kMDqmmgDK3W8</subfield><subfield code="4">https://id.oclc.org/worldcat/ontology/hasWork</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Print version:</subfield><subfield code="a">Eakin, Ken.</subfield><subfield code="t">Office Lean.</subfield><subfield code="d">New York : Productivity Press, 2019</subfield><subfield code="z">9780367196653</subfield><subfield code="w">(OCoLC)1121097396</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="l">FWS01</subfield><subfield code="p">ZDB-4-EBU</subfield><subfield code="q">FWS_PDA_EBU</subfield><subfield code="u">https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2269342</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">ProQuest Ebook Central</subfield><subfield code="b">EBLB</subfield><subfield code="n">EBL5905019</subfield></datafield><datafield tag="938" ind1=" " ind2=" "><subfield code="a">EBSCOhost</subfield><subfield code="b">EBSC</subfield><subfield code="n">2269342</subfield></datafield><datafield tag="994" ind1=" " ind2=" "><subfield code="a">92</subfield><subfield code="b">GEBAY</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-4-EBU</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-863</subfield></datafield></record></collection> |
| id | ZDB-4-EBU-on1121596492 |
| illustrated | Illustrated |
| indexdate | 2024-11-26T14:49:35Z |
| institution | BVB |
| isbn | 9780429203817 0429203810 9780429512223 0429512228 9780429519086 0429519087 0429515650 9780429515651 |
| language | English |
| oclc_num | 1121596492 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource (1 volume) : illustrations (black and white) |
| psigel | ZDB-4-EBU |
| publishDate | 2019 |
| publishDateSearch | 2019 |
| publishDateSort | 2019 |
| publisher | Productivity Press, |
| record_format | marc |
| spelling | Eakin, Ken, author. Office Lean : understanding and implementing Flow in a professional and administrative environment / Ken Eakin. New York : Productivity Press, 2019. 1 online resource (1 volume) : illustrations (black and white) text txt rdacontent computer c rdamedia online resource cr rdacarrier Lean has proven itself as an exceptional business system in manufacturing and a variety of other sectors, such as supply chain, retail, and healthcare. Where Lean has not yet made much of an impact is in professional "white-collar" industries such as banking and insurance, technology services, or government. Why? It is not, as many have assumed, a matter of Lean being irrelevant to "knowledge work," but rather a problem of it being poorly understood and therefore poorly applied in professional office settings. This book closes the gap between Lean's promise, on the one hand, of innovation, business growth, and sustainable competitive advantage; and, on the other, the too frequent reality of Lean's application ending in disappointing results. While nearly every major professional business -- including the digital giants like Apple, Google and Amazon -- has attempted to apply Lean concepts in some way (sometimes under the name Agile), its practice in white-collar industries typically ends up being limited to a small bunch of highly-specialized experts making small, fairly inconsequential improvements in isolated areas, leaving leaders wondering how to make Lean's transformative potential work on a broader basis. The purpose of the book is to help Lean practitioners (both leaders/managers and coaches/consultants) who work in professional office environments gain purchase on the amazing, transformative results Lean can bring to all companies. Overturning the common perception that Lean is about imposing overly rigid rules, or eliminating waste, the book presents Lean as a dynamic, flexible, people-centric philosophy that delivers outstanding financial results by improving both employee engagement and customer experience. The book explains, in simple terms, what Lean is -- and what Lean isn't -- enabling office professionals to understand how it can be successfully applied to their complex office-based work environments. It combines practical explanations of the most important core concepts of the Lean philosophy with relevant, practical, real-world examples from the fields of accounting, finance, insurance, IT, HR and government Ken Eakin is a Senior Advisor, Operational Excellence at Export Development Canada (EDC), a government-owned financial services company that runs on commercial principles. Based in Ottawa, Ken has been a Lean coach to EDC leaders at all levels, including senior executives, in the areas of Financing, Insurance, Corporate Finance, IT and Corporate Services of EDC. Prior to working at EDC, he worked as a Process Improvement Manager in the container shipping industry in Toronto, where he earned his certification as a Lean Six Sigma Black Belt. He holds an MA in Cinema Studies from the University of Wisconsin-Madison, and an MBA from the Rotman School of Business at the University of Toronto. Print version record. Cover -- Half TItle -- Title Page -- Copyright Page -- Contents -- Preface: Caring for People -- Acknowledgments -- Author -- Introduction: We Don't Make Widgets -- Notes -- Part I: Grasping the Situation -- 1: The Legacy of Industrial Management -- Chaos -- Industrial Management -- Compliance Machines -- Three Main Takeaways -- Notes -- 2: Two Types of Efficiency -- The Persistence of Resource Efficiency -- The School of Mass Production -- The Negative Consequences of Resource Efficiency -- Doubling Down -- Busy Does Not Mean Productive -- Flow-ver Dose -- Escaping the Trade-Off -- Three Main Takeaways -- Notes -- 3: Changing the System -- Respect for People -- Information Does Not Create Behavior -- Thinking of Organizations as Systems -- Changing Thinking and Behavior -- Systems Drive Behavior -- Behavior Drives Thinking -- Focus on Flow -- What about Waste? -- The Waste We Cannot See -- Three Main Takeaways -- Notes -- Part II: Designing For Flow -- 4: Understanding Flow -- Understanding Flow -- Handoffs -- So How Do I Create Flow? -- Focus on Wait Time -- Compress the Value Stream -- Flow Creates Capacity -- Three Main Takeaways -- Notes -- 5: Busy Does Not Mean Productive -- Activity Is Often Confused for Work -- People Are Not the Problem -- Three Main Takeaways -- Notes -- 6: Design Principle I: Continuity -- Three Main Takeaways -- Notes -- 7: An Accounting Story -- Three Main Takeaways -- Notes -- 8: Design Principle II: Balance -- Bucket Brigades -- Bob the Bottleneck -- Invisible Bottlenecks -- Balance -- Three Main Takeaways -- Notes -- 9: Creating Balance -- People -- Time -- Work -- Dealing with Variation -- Agility -- Three Main Takeaways -- Notes -- 10: The CapCell Experiment -- Three Main Takeaways -- Notes -- 11: The Seven Gates of Hell -- Countermeasures -- Managing Customer Experience -- Managing Variation. Three Main Takeaways -- Notes -- Part III: Thinking Beyond Flow -- 12: Prerequisites to Problem Solving -- Step 1: Define Your Customers -- Step 2: Understand Customer Value -- Step 3: Visualize Your Workflow -- Step 4: Create Flow -- Step 5: Solve Problems -- Solving Problems the Slow Way -- Three Main Takeaways -- Notes -- 13: Start with Standards -- Reflection -- Start with Standards -- The Challenge of Standards -- Everyone Hates Standards -- Eight Big Misconceptions about Standards -- Misconception #1: Standards Are Coercive -- Misconception #2: Standards Are Always Very Precise and Detailed -- Misconception #3: Standards Only Apply to Highly Repetitive Work -- Misconception #4: Standards Need to Be Created and Enforced Centrally -- Misconception #5: Standards Kill Creativity -- Misconception #6: Standards Are Not Customer Friendly -- Misconception #7: Measurements Are Not Standards -- Misconception #8: Standards Are Inflexible and Can Rarely Be Changed -- Summary -- Three Main Takeaways -- Notes -- 14: Using Standards to Create Flow -- Three Main Takeaways -- Note -- 15: Lean Thinking and the Digital Age -- So, What Do We Mean by Digital? -- Lean First, Automate Second -- Automation and Continuity -- Three Main Takeaways -- Notes -- 16: Automation and Imbalance -- Three Main Takeaways -- 17: Lean Leadership and Strategy -- Development of People -- Connecting Functions and Systems -- Go See -- T-Shaped Leadership -- Operations Is the Strategy -- Three Main Takeaways -- Notes -- Conclusion: Work Is a Human System -- Notes -- Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms -- Generally Speaking -- Index. Lean manufacturing. http://id.loc.gov/authorities/subjects/sh2008007591 Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Production allégée. Efficacité organisationnelle. BUSINESS & ECONOMICS General. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Quality Control. bisacsh Lean manufacturing fast Organizational effectiveness fast has work: OFFICE LEAN (Text) https://id.oclc.org/worldcat/entity/E39PCYhFfxQY89kMDqmmgDK3W8 https://id.oclc.org/worldcat/ontology/hasWork Print version: Eakin, Ken. Office Lean. New York : Productivity Press, 2019 9780367196653 (OCoLC)1121097396 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2269342 Volltext |
| spellingShingle | Eakin, Ken Office Lean : understanding and implementing Flow in a professional and administrative environment / Cover -- Half TItle -- Title Page -- Copyright Page -- Contents -- Preface: Caring for People -- Acknowledgments -- Author -- Introduction: We Don't Make Widgets -- Notes -- Part I: Grasping the Situation -- 1: The Legacy of Industrial Management -- Chaos -- Industrial Management -- Compliance Machines -- Three Main Takeaways -- Notes -- 2: Two Types of Efficiency -- The Persistence of Resource Efficiency -- The School of Mass Production -- The Negative Consequences of Resource Efficiency -- Doubling Down -- Busy Does Not Mean Productive -- Flow-ver Dose -- Escaping the Trade-Off -- Three Main Takeaways -- Notes -- 3: Changing the System -- Respect for People -- Information Does Not Create Behavior -- Thinking of Organizations as Systems -- Changing Thinking and Behavior -- Systems Drive Behavior -- Behavior Drives Thinking -- Focus on Flow -- What about Waste? -- The Waste We Cannot See -- Three Main Takeaways -- Notes -- Part II: Designing For Flow -- 4: Understanding Flow -- Understanding Flow -- Handoffs -- So How Do I Create Flow? -- Focus on Wait Time -- Compress the Value Stream -- Flow Creates Capacity -- Three Main Takeaways -- Notes -- 5: Busy Does Not Mean Productive -- Activity Is Often Confused for Work -- People Are Not the Problem -- Three Main Takeaways -- Notes -- 6: Design Principle I: Continuity -- Three Main Takeaways -- Notes -- 7: An Accounting Story -- Three Main Takeaways -- Notes -- 8: Design Principle II: Balance -- Bucket Brigades -- Bob the Bottleneck -- Invisible Bottlenecks -- Balance -- Three Main Takeaways -- Notes -- 9: Creating Balance -- People -- Time -- Work -- Dealing with Variation -- Agility -- Three Main Takeaways -- Notes -- 10: The CapCell Experiment -- Three Main Takeaways -- Notes -- 11: The Seven Gates of Hell -- Countermeasures -- Managing Customer Experience -- Managing Variation. Three Main Takeaways -- Notes -- Part III: Thinking Beyond Flow -- 12: Prerequisites to Problem Solving -- Step 1: Define Your Customers -- Step 2: Understand Customer Value -- Step 3: Visualize Your Workflow -- Step 4: Create Flow -- Step 5: Solve Problems -- Solving Problems the Slow Way -- Three Main Takeaways -- Notes -- 13: Start with Standards -- Reflection -- Start with Standards -- The Challenge of Standards -- Everyone Hates Standards -- Eight Big Misconceptions about Standards -- Misconception #1: Standards Are Coercive -- Misconception #2: Standards Are Always Very Precise and Detailed -- Misconception #3: Standards Only Apply to Highly Repetitive Work -- Misconception #4: Standards Need to Be Created and Enforced Centrally -- Misconception #5: Standards Kill Creativity -- Misconception #6: Standards Are Not Customer Friendly -- Misconception #7: Measurements Are Not Standards -- Misconception #8: Standards Are Inflexible and Can Rarely Be Changed -- Summary -- Three Main Takeaways -- Notes -- 14: Using Standards to Create Flow -- Three Main Takeaways -- Note -- 15: Lean Thinking and the Digital Age -- So, What Do We Mean by Digital? -- Lean First, Automate Second -- Automation and Continuity -- Three Main Takeaways -- Notes -- 16: Automation and Imbalance -- Three Main Takeaways -- 17: Lean Leadership and Strategy -- Development of People -- Connecting Functions and Systems -- Go See -- T-Shaped Leadership -- Operations Is the Strategy -- Three Main Takeaways -- Notes -- Conclusion: Work Is a Human System -- Notes -- Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms -- Generally Speaking -- Index. Lean manufacturing. http://id.loc.gov/authorities/subjects/sh2008007591 Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Production allégée. Efficacité organisationnelle. BUSINESS & ECONOMICS General. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Quality Control. bisacsh Lean manufacturing fast Organizational effectiveness fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh2008007591 http://id.loc.gov/authorities/subjects/sh85095526 |
| title | Office Lean : understanding and implementing Flow in a professional and administrative environment / |
| title_auth | Office Lean : understanding and implementing Flow in a professional and administrative environment / |
| title_exact_search | Office Lean : understanding and implementing Flow in a professional and administrative environment / |
| title_full | Office Lean : understanding and implementing Flow in a professional and administrative environment / Ken Eakin. |
| title_fullStr | Office Lean : understanding and implementing Flow in a professional and administrative environment / Ken Eakin. |
| title_full_unstemmed | Office Lean : understanding and implementing Flow in a professional and administrative environment / Ken Eakin. |
| title_short | Office Lean : |
| title_sort | office lean understanding and implementing flow in a professional and administrative environment |
| title_sub | understanding and implementing Flow in a professional and administrative environment / |
| topic | Lean manufacturing. http://id.loc.gov/authorities/subjects/sh2008007591 Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Production allégée. Efficacité organisationnelle. BUSINESS & ECONOMICS General. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Quality Control. bisacsh Lean manufacturing fast Organizational effectiveness fast |
| topic_facet | Lean manufacturing. Organizational effectiveness. Production allégée. Efficacité organisationnelle. BUSINESS & ECONOMICS General. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Quality Control. Lean manufacturing Organizational effectiveness |
| url | https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=2269342 |
| work_keys_str_mv | AT eakinken officeleanunderstandingandimplementingflowinaprofessionalandadministrativeenvironment |