This book 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.
This book 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.
Inhaltsangabe
Introduction: We Don't Make Widgets PART I GRASPING THE SITUATION 1 The Legacy of Industrial Management 2 Two Types of Efficiency 3 Changing the System PART II DESIGNING FOR FLOW 4 Understanding Flow 5 Busy Does Not Mean Productive 6 Design Principle I: Continuity 7 An Accounting Story 8 Design Principle II: Balance 9 Creating Balance 10 The CapCell Experiment 11 The Seven Gates of Hell PART III THINKING BEYOND FLOW 12 Prerequisites to Problem Solving 13 Start with Standards 14 Using Standards to Create Flow 15 Lean Thinking and the Digital Age 16 Automation and Imbalance 17 Lean Leadership and Strategy Conclusion: Work Is a Human System Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms
Introduction: We Don't Make Widgets PART I GRASPING THE SITUATION 1 The Legacy of Industrial Management 2 Two Types of Efficiency 3 Changing the System PART II DESIGNING FOR FLOW 4 Understanding Flow 5 Busy Does Not Mean Productive 6 Design Principle I: Continuity 7 An Accounting Story 8 Design Principle II: Balance 9 Creating Balance 10 The CapCell Experiment 11 The Seven Gates of Hell PART III THINKING BEYOND FLOW 12 Prerequisites to Problem Solving 13 Start with Standards 14 Using Standards to Create Flow 15 Lean Thinking and the Digital Age 16 Automation and Imbalance 17 Lean Leadership and Strategy Conclusion: Work Is a Human System Appendix: Value Stream, System, and Process: Understanding Three Fundamental Terms
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