Building a Lean Service Enterprise: Reflections of a Lean Management Practitioner (Record no. 114103)
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| 000 -LEADER | |
|---|---|
| fixed length control field | nam a22 4500 |
| 003 - CONTROL NUMBER IDENTIFIER | |
| control field | OSt |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20200727110749.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 190416b ||||| |||| 00| 0 eng d |
| 020 ## - INTERNATIONAL STANDARD BOOK NUMBER | |
| International Standard Book Number | 9781498779593 |
| 040 ## - CATALOGING SOURCE | |
| Transcribing agency | |
| 082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER | |
| Classification number | 658.4013 |
| Item number | SAR |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Sarkar, Debashis |
| 9 (RLIN) | 37435 |
| 245 ## - TITLE STATEMENT | |
| Title | Building a Lean Service Enterprise: Reflections of a Lean Management Practitioner |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Name of publisher, distributor, etc. | CRC Press |
| Date of publication, distribution, etc. | 2017 |
| Place of publication, distribution, etc. | Boca Raton |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 260p |
| 500 ## - GENERAL NOTE | |
| General note | 1. How Engaged Is Your CEO and Top Management? <br/>2. Spend the First 90 Days to Understand the Needs of the Company <br/>3. Should You Board the Ship? <br/>4. Before Embarking on a Lean Effort, Pause to Understand the Type of Problem That You Are Trying to Solve <br/>5. Just Knowing Tools Does Not Make You a Lean Change Leader <br/>6. Know the Building Blocks <br/>7. Influence": Least Discussed Yet the Most Important Quality of a Seasoned Lean Change Leader <br/>8. Engagement: Where to Begin? <br/>9. To Whom Does the Lean Change Leader Report? <br/>10. Trigger Signs of Upcoming Change by Embedding New "Ways of Working" for the Leadership Team <br/>11. Do You Know What Constitutes a Great Lean Team? <br/>12. A Person Keen to Be Popular Should Not Become Involved in Lean Efforts <br/>13. It Makes Sense to Define Lean Differently <br/>14. How Aligned Is the Top Management on Organizational Outcomes? <br/>15. Do You Know the Building Blocks of a Holistic Lean Transformation? <br/>16. Do Not Forget the 15Cs of Lean Transformation <br/>17. Let Us Not Think of Lean as a Cost-Cutting Endeavor <br/>18. It Helps to Adopt a Quiver Approach in a Lean Transformation <br/>19. Let a Road Map Guide Your Deployment <br/>20. Observe, Observe, and Observe <br/>21. Lean Need Not Necessarily Be Called Lean <br/>22. Service Guarantee Can Be a Good Aspiration to Have in a Lean Transformation Journey <br/>23. Getting Top Management Commitment Is Necessary but Not Sufficient <br/>24. Creating a Sense of Urgency Is a Prerequisite for Successful Lean Deployment <br/>25. Do Not Forget to Include Those Below Top Management <br/>26. Is Lean Applicable in Your Organization? <br/>27. Service Processes Are Quite Different from Those That One Sees in Manufacturing <br/>28. Do People Know Why the Organization Is Embarking on a Lean Journey? <br/>29. Why a Common Understanding of Service Is a Must in Lean for Service <br/>30. Who Are the Custodians of Your Process? <br/>31. Just Not Larger Projects <br/>32. White Spaces: A Great Lean Opportunity <br/>33. Does Your Organization Have a Standard Approach to Solve Problems? <br/>34. Shun Verbosity and Long Presentations: Adopt A3 Thinking <br/>35. What Metrics Should You Have? <br/>36. Is Employee Attrition a Problem in Your Company? <br/>37. Inventory in a Services Organization Can Be of Various Hues <br/>38. The Functional Crevices Provide a Great Lean Opportunity <br/>39. MIS Reports, MIS Reports, and More MIS Reports <br/>40. The Role of the Lean Team Should Change over Time <br/>41. Make Customers Service Themselves <br/>42. Encourage Team Members to Report Problems <br/>43. Processes Should Positively Affect the Key Stakeholder <br/>44. Do Not Forget to Ascertain the Health of Lean Adoption <br/>45. Embed a Regime of Reflection <br/>46. As You Negotiate the Lean Journey, Do Not Forget Those Who Could Derail the Efforts <br/>47. Not Only Visual Tools but Also a Holistic Visual Management System <br/>48. It Helps to Ascertain Effectiveness of Visual Management <br/>49. Ohno's Wastes Are Applicable to Service Organizations <br/>50. Are You Aware of Wastes of Business Acquisition? <br/>51. Be Careful about the Service Recovery Process <br/>52. Multiskilling Is a Good Capacity Optimization Technique <br/>53. Building a Pull System in a Service Enterprise <br/>54. Know the Little-Known Law <br/>55. Use Little's Law to Create Pull in Transaction Processing <br/>56. Do Not Standardize All Processes in a Service Company <br/>57. Make the Process of Cross-Selling More Efficient and Effective <br/>58. Practice Pull-Based Sales <br/>59. Do You Know the DEB-LOREX Model for Lean Transformation? <br/>60. Make a Deep Assessment of Lean Enterprise Using the DEB-LOREX<br/> |
| 600 ## - SUBJECT ADDED ENTRY--PERSONAL NAME | |
| Personal name | Service industries -- Management |
| 9 (RLIN) | 37436 |
| 600 ## - SUBJECT ADDED ENTRY--PERSONAL NAME | |
| Personal name | Organizational Effectiveness |
| 9 (RLIN) | 37437 |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Source of classification or shelving scheme | Dewey Decimal Classification |
| Koha item type | Book |
| Call number prefix | 658.4013 |
| Call number suffix | SAR |
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