LEAN THINKING does not provide a new management 'programme' for the one-minute manager. Instead, it offers a new way of thinking, being, and doing for the serious manager.
LEAN THINKING does not provide a new management 'programme' for the one-minute manager. Instead, it offers a new way of thinking, being, and doing for the serious manager.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
James P. Womack is Principal Research Scientist in the Japan Programme at the Massachusetts Institute of Technology and a member of the Transitions Group, a consulting firm based in the USA. Daniel T. Jones is a Professor at the Cardiff Business School and has acted as consultant to a wide and international range of companies operating in Europe. He lives in Hereford.
Inhaltsangabe
Contents Preface to the 2003 Edition Preface to the First Edition: From Lean Production to Lean Enterprise PART I: LEAN PRINCIPLES Introduction: Lean Thinking versus Muda 1. Value 2. The Value Stream 3. Flow 4. Pull 5. Perfection PART II: FROM THINKING TO ACTION: THE LEAN LEAP 6. The Simple Case 7. A Harder Case 8. The Acid Test 9. Lean Thinking versus German Technik 10. Mighty Toyota; Tiny Showa 11. An Action Plan PART III: LEAN ENTERPRISE 12. A Channel for the Stream; a Valley for the Channel 13. Dreaming About Perfection PART IV: EPILOGUE 14. The Steady Advance of Lean Thinking 15. Institutionalizing the Revolution Afterword: The Lean Network Appendix: Individuals and Organizations Who Helped Glossary Notes Bibliography Index
Contents Preface to the 2003 Edition Preface to the First Edition: From Lean Production to Lean Enterprise PART I: LEAN PRINCIPLES Introduction: Lean Thinking versus Muda 1. Value 2. The Value Stream 3. Flow 4. Pull 5. Perfection PART II: FROM THINKING TO ACTION: THE LEAN LEAP 6. The Simple Case 7. A Harder Case 8. The Acid Test 9. Lean Thinking versus German Technik 10. Mighty Toyota; Tiny Showa 11. An Action Plan PART III: LEAN ENTERPRISE 12. A Channel for the Stream; a Valley for the Channel 13. Dreaming About Perfection PART IV: EPILOGUE 14. The Steady Advance of Lean Thinking 15. Institutionalizing the Revolution Afterword: The Lean Network Appendix: Individuals and Organizations Who Helped Glossary Notes Bibliography Index
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