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287 Pages·2017·8.791 MB·English
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Building Lean a Service Enterprise Reflections of a Lean Management Practitioner Building Lean a Service Enterprise Reflections of a Lean Management Practitioner Debashis Sarkar Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Group, an informa business A PRODUCTIVITY PRESS BOOK CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2017 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed on acid-free paper Version Date: 20160819 International Standard Book Number-13: 978-1-4987-7959-3 (Hardback) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmit- ted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copyright. com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Library of Congress Cataloging‑in‑Publication Data Names: Sarkar, Debashis, author. Title: Building a lean service enterprise : reflections of a lean management practitioner / Debashis Sarkar. Description: Boca Raton, FL : CRC Press, 2017. | Includes index. Identifiers: LCCN 2016025996 | ISBN 9781498779593 (hardback : alk. paper) Subjects: LCSH: Service industries--Management. | Organizational effectiveness. | Cost control. | Quality control. | Industrial management. Classification: LCC HD9980.65 .S268 2017 | DDC 658.4/013--dc23 LC record available at https://lccn.loc.gov/2016025996 Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com Contents List of Figures .....................................................................................xiii List of Tables .......................................................................................xvii Preface ..................................................................................................xxi Notes to Readers ...............................................................................xxiii Author .................................................................................................xxv Chapter 1 How Engaged Is Your CEO and Top Management? ........1 Chapter 2 Spend the First 90 Days to Understand the Needs of the Company ..................................................................5 Chapter 3 Should You Board the Ship? ..............................................9 Chapter 4 Before Embarking on a Lean Effort, Pause to Understand the Type of Problem That You Are Trying to Solve ..........................................................13 Chapter 5 Just Knowing Tools Does Not Make You a Lean Change Leader ..................................................................17 Chapter 6 Know the Building Blocks ...............................................21 Building Blocks ...........................................................................21 Key Facets ....................................................................................21 Chapter 7 “Influence”: Least Discussed Yet the Most Important Quality of a Seasoned Lean Change Leader ...................23 Capability .....................................................................................24 Character .....................................................................................27 Chapter 8 Engagement: Where to Begin? ........................................29 v vi • Contents Chapter 9 To Whom Does the Lean Change Leader Report? .........33 Chapter 10 Trigger Signs of Upcoming Change by Embedding New “Ways of Working” for the Leadership Team ........37 Chapter 11 Do You Know What Constitutes a Great Lean Team? ...41 Lean Change Leader ...................................................................41 Lean Maven/Lean Expert .........................................................43 Lean Capability Leader .............................................................43 Lean Infrastructure Leader ......................................................43 Lean Navigator ...........................................................................44 Lean Change Agent ...................................................................44 Chapter 12 A Person Keen to Be Popular Should Not Become Involved in Lean Efforts ..................................................45 Chapter 13 It Makes Sense to Define Lean Differently ....................49 Chapter 14 How Aligned Is the Top Management on Organizational Outcomes? .........................................53 Chapter 15 Do You Know the Building Blocks of a Holistic Lean Transformation? ......................................................57 Chapter 16 Do Not Forget the 15Cs of Lean Transformation ..........63 Chapter 17 Let Us Not Think of Lean as a Cost-Cutting Endeavor ...65 Chapter 18 It Helps to Adopt a Quiver Approach in a Lean Transformation.................................................................69 Lean Is Just a Means to an End .................................................69 Institutionalize the Quiver Approach .....................................70 Contents • vii Chapter 19 Let a Road Map Guide Your Deployment .......................73 Chapter 20 Observe, Observe, and Observe ......................................77 Chapter 21 Lean Need Not Necessarily Be Called Lean ...................83 Chapter 22 Service Guarantee Can Be a Good Aspiration to Have in a Lean Transformation Journey ....................85 Chapter 23 Getting Top Management Commitment Is Necessary but Not Sufficient ...........................................89 Chapter 24 Creating a Sense of Urgency Is a Prerequisite for Successful Lean Deployment .....................................91 Chapter 25 Do Not Forget to Include Those Below Top Management .....................................................................95 Chapter 26 Is Lean Applicable in Your Organization? .....................99 Chapter 27 Service Processes Are Quite Different from Those That One Sees in Manufacturing ..................................103 Service Processes May Not Be Visible ...................................103 Service Processes Are Manpower Intensive ..........................104 Service Processes May Not Have Metrics .............................104 Identifying Waste May Not Be Easy ......................................104 Output of Customer-Facing Processes Cannot Be Corrected ...................................................................................105 Layout Design Objectives in Manufacturing and Service Setup Are Quite Different ..................................105 Chapter 28 Do People Know Why the Organization Is Embarking on a Lean Journey? .....................................107 viii • Contents Chapter 29 Why a Common Understanding of Service Is a Must in Lean for Service ..............................................111 Chapter 30 Who Are the Custodians of Your Process? ..................115 Chapter 31 Just Not Larger Projects .................................................119 Chapter 32 White Spaces: A Great Lean Opportunity....................123 White Spaces in Processes .......................................................125 Strategic Ownership Matrix ....................................................125 Chapter 33 Does Your Organization Have a Standard Approach to Solve Problems? ..........................................................127 Chapter 34 Shun Verbosity and Long Presentations: Adopt A3 Thinking .........................................................................131 Chapter 35 What Metrics Should You Have?...................................137 Scoring Pattern .........................................................................138 Interpretation ............................................................................140 Chapter 36 Is Employee Attrition a Problem in Your Company? ...141 Chapter 37 Inventory in a Services Organization Can Be of Various Hues ..............................................................145 Chapter 38 The Functional Crevices Provide a Great Lean Opportunity....................................................................149 Leaning Efforts That Do Not Add Value ...............................149 Step 1 ......................................................................................149 Departmental Overview Listing ...................................149 Contents • ix Step 2 ......................................................................................150 Value Contribution of Listed Activities in a Function or Department ........................................150 Value-Added Activity .....................................................150 Business Value-Added Activity .....................................151 Leaning of Role Duplication ...................................................152 Step 1 ......................................................................................152 List All the Activities Done in a Department or Function.......................................................................152 Step 2 ......................................................................................152 Inventory All the Activities in the Template ...............152 Leaning Duplicate Functions ..................................................155 Chapter 39 MIS Reports, MIS Reports, and More MIS Reports ....157 Chapter 40 The Role of the Lean Team Should Change over Time ...161 Chapter 41 Make Customers Service Themselves ...........................165 Chapter 42 Encourage Team Members to Report Problems ...........169 Chapter 43 Processes Should Positively Affect the Key Stakeholder .....................................................................171 Chapter 44 Do Not Forget to Ascertain the Health of Lean Adoption .........................................................................173 Chapter 45 Embed a Regime of Reflection ......................................175 Chapter 46 As You Negotiate the Lean Journey, Do Not Forget Those Who Could Derail the Efforts ............................179 Chapter 47 Not Only Visual Tools but Also a Holistic Visual Management System ......................................................183

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