Learning with lean : unleashing the potential for sustainable competitive advantage

Title:

Personal Author:

Zurn, James, author

Publication Information:

Boca Raton : CRC Press/Taylor & Francis Group, 2014

Physical Description:

xvi, 280 pages : illustrations ; 26 cm.

ISBN:

9781466572942

Abstract:

"The toughest Lean Journey is one taken in an organization that is successful over a long period. Process and people are fixed in their ways and exhibit engrained behaviors. A natural resistance to change (learning) is evident and the organization tries to go back to its "old" ways when pressured for changed ("where is the need for change? There is no burning platform"). This book focuses the reader through identification and recognition that in order to accelerate results and systemically improve performance they must become a "learning organization". The book's theme is about using Lean as the best "common vehicle" across an organization to drive the right behaviors and focus on successful results"--provided by publisher

Subject Term:

Lean manufacturing

Quality control

Added Author:

Mulligan, Perry,

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010338184	HD58.9 Z87 2014	Open Access Book	Book	Searching... Unknown

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Summary

The toughest Lean journeys are those taken in organizations that have achieved long-term success. Processes and people become fixed in their ways and exhibit a natural resistance to change. But, regardless of how well your organization is performing, unless you have a sustainable competitive advantage, you are at risk.

Examining the performance gap between good organizations and great ones, Learning with Lean: Unleashing the Potential for Sustainable Competitive Advantage explains how to use Lean as a learning vehicle for achieving and sustaining a competitive advantage.

Helping you better understand the current state of your organization, the book outlines a series of five simple phases for developing an architecture and implementation plan to transform your organization's performance. These five phases fit neatly into a closed-system model that has similarities to the Plan-Do-Check-Act quality model. The model is simple, easy to communicate, and easy to implement--Assess, Plan, Prepare, Do, and Learn.

Supplies a brief overview of Lean tools Provides an understanding of the Voice of the Customer as a focusing engine Covers measurement and goal setting Illustrates the dynamics of organizational change Explains how to boost learning through Lean

The authors guide you through the deployment of training and the implementation of new knowledge and skills around Lean. In addition, they also explain how to find and improve on the areas where waste exists so your organization can reinvent the way it learns.

Effective management techniques recognize the need for balance, and this book is no different. Helping you pinpoint where those balances and dichotomies exist, it arms you with powerful techniques to manage these challenges and to transform your organization into a change-hungry Lean learning organization with a sustainable competitive advantage.

Author Notes

James T. Zurn is the director of Lean Business Process Improvement for QLogic Corporation in Aliso Viejo California. He is responsible for driving corporate-wide LEAN adoption, use and impact. He has over 34 years experience in quality, reliability and design engineering with QLogic, Intel, Storage Technology, Xerox, AT&T and Fujitsu.

Jim holds Bachelor and Master's degrees in engineering with concentrations in statistics and operations research from CCU in California. He's been a Senior Member of ASQ, SME and IEEE and is an ASQ Certified Quality Engineer and Certified Reliability Engineer. He is an SME Certified Manufacturing Engineer in two disciplines (Manufacturing Management and Manufacturing Systems). Additionally, he is an accomplished, GE-trained, Six Sigma Black Belt. He holds registration as an ISO9000 auditor and is pursuing certification as a SEI CMMI lead assessor.

He is serving his fourteenth year on the Board of Examiners of the Malcolm Baldrige National Quality Award as an Alumni Examiner, and is the founding chair and Judge of the Arizona Governor's Award for Quality program. He was Presiding Judge for the U.S. Air Force's SECAF Quality Award program and was active in the Air Force's quality journey as one of five civilian members of the USAF Chief-of-Staff's Blue Ribbon Commission on Quality Assessment. Additionally, he was Lead Examiner in the U.S. Army's Centurion Quality Award program and a Senior Examiner in the U.S. Dept. of Labor Workforce Excellence program. Jim is the Chair of the AZ Governor's Advisory Council on Quality and was a member of the joint private/public Venture Teams with Arizona's ADOT (Transportation) and ADES (Economic Security) divisions.

He is widely published with over credits in publications such as; IEEE Transactions on Engineering Management, Quality and Reliability Engineering International and ASQ's Quality Engineering.

Perry Mulligan is the Senior Vice President of Operations for QLogic (since 2007), where he is responsible for all aspects of the manufacturing and delivery of products to the customer in addition to overall supply chain design and manufacturing strategy. He has over 25 years of experience leading Operations and Supply Chain Management.

In the years prior to QLogic Mr. Mulligan was at Solectron where he held the position of Senior Vice President Supply Chain Management and Chief Procurement Officer, responsible for establishing and executing the overall materials and supply chain strategy. Additionally, he is a member of the Board of Directors for Microvision since January 2010.

Preface	p. xi
Acknowledgments	p. xv
1 What Is the Need for Change?	p. 1
1.1 What Is Sustainable Competitive Advantage?	p. 2
1.1 Applied Rate of Learning	p. 4
1.2 Threats	p. 5
1.2 Leadership	p. 6
1.2 Organizational	p. 6
1.2 Technology	p. 7
1.2.3 Disruptive Organizational and Technology Threats	p. 7
1.3 Overcoming Organizational Inertia	p. 9
1.3 External Crisis Impacts to Inertia	p. 10
1.3 Creating Internal Urgency with No External Crisis	p. 12
1.4 Recognition of the Risk of Inaction	p. 13
1.4 Success Builds Inertia	p. 14
1.4 Ignoring Risks May Stall the Organization	p. 15
1.5 Lean Enables a Learning Organization	p. 16
1.5 Organizational Learning	p. 17
1.5 Learning Organization	p. 17
1.5 Lean as a Learning Vehicle	p. 19
1.6 Transformation Is an Endless Journey	p. 26
1.6 - Phases in the Transformation Journey	p. 27
1.6 Phase 1: Assess	p. 29
1.6 Phase 2: Plan	p. 29
1.6 Phase 3: Prepare	p. 32
1.6 Phase 4: Do	p. 32
1.6 Phase 5: Learn	p. 33
1.7 Measuring Impact and Rate of Learning	p. 34
1.7 Change-Hungry Organization Maturity Levels	p. 34
1.8 Communicating to the Organization	p. 37
1.8.1 Expanded Need for Different Types of Communication	p. 39
1.8.2 Dichotomy of Conversation	p. 39
1.8.3 Audience-Based Porpoising	p. 40
Key Messages in This Chapter	p. 41
Challenge Actions	p. 42
2 Change Starts with Knowing What You Have	p. 43
2.1 Assessments Build Stronger Organizations	p. 45
2.2 Learning Atrophy	p. 45
2.3 Take Stock of Yourself	p. 47
2.3.1 Are You Committed to Leading the Change?	p. 50
2.3.2 Check Your Ability to Lead a Learning Organization	p. 54
2.3.3 Check Your Lean Leadership Capabilities	p. 55
2.3.4 Check Your Lean Thinking and Actions	p. 60
2.3.5 Check Your Credibility Cash Index	p. 60
2.4 Take Stock of the Organization	p. 64
2.4.1 Looking for the Capability to Learn	p. 65
2.4.2 Organizational Beliefs, Knowledge, and Ability	p. 65
2.4.3 Characterizing Learning Organization Dimensions	p. 66
2.4.4 Check for Lean Thinking and Action Competencies	p. 67
2.4.5 Check the Organization's Performance Quotient	p. 67
2.5 Communicate to the Organization	p. 74
2.5.1 Complex Message Delivery	p. 75
2.5.2 Sharing the Transformation Vision	p. 76
2.5.3 Setting the Course of Action	p. 77
2.5.4 Personal Actions and Passion for Change	p. 79
Key Messages in This Chapter	p. 79
Challenge Actions	p. 80
3 Planning the Transformation	p. 83
3.1 Forming Your Personal Vision and Plan	p. 85
3.1.1 You Have to Buy-In	p. 87
3.1.2 Use Your Passion and Courage to Lead the Organization Transformation	p. 87
3.1.3 Visualize the End Game	p. 88
3.1.4 Personalize the Transformation	p. 90
3.1.5 Build Your Action Plan	p. 92
3.1.6 Walk the Talk	p. 93
3.2 Changing Organizational Culture	p. 94
3.3 Changing Organizational Momentum	p. 95
3.4 Design the Transformation to a Lean Learning Organization	p. 99
3.4.1 You Can't Buy It-You Have to Build It	p. 105
3.4.2 Integrating Your Supply Chain into the Journey	p. 108
3.5 Lean Becomes the Learning Vehicle	p. 109
3.5.1 Foundation of the Organization	p. 111
3.5.2 Core Tenets Align the Organization	p. 112
3.5.3 Assemble the House	p. 113
3.6 Communicating to the Organization	p. 114
Key Messages in This Chapter	p. 118
Challenge Actions	p. 119
4 Preparing for the Race	p. 121
4.1.1 Set Expectations	p. 123
4.1.1 Define Success Goals and Measures	p. 125
4.1.1.1 Foundation Layer	p. 127
4.1.1.2 Measurement Layer	p. 128
4.1.1.3 Action Layer	p. 131
4.2 Deployment Reality	p. 132
4.3 Enroll Natural Lean Leaders	p. 135
4.4 Invest in People	p. 136
4.5 Communicating to the Organization	p. 143
Key Messages in This Chapter	p. 144
Challenge Actions	p. 145
5 Go Improve Something-Start Doing	p. 149
5.1 Go Ahead- Give It a Push	p. 151
5.2 So You Think You Know How It Works	p. 156
5.2.1 Entropy and Noisy Systems	p. 159
5.2.1.1 Noisy Systems	p. 161
5.2.2 Automation Creates Techno-Waste	p. 163
5.3 Data Will Set You Free	p. 164
5.4 Focus on Using the Voice of the Customer	p. 167
5.4 VoC Segmentation	p. 169
5.4.1 Customer Listening Posts	p. 170
5.4.2 VoC as a Focusing Engine	p. 171
5.5 Setting Simple Goals	p. 176
5.5.1 Work on Things That Matter	p. 178
5.6 Keep It Simple	p. 179
5.6.1 One-Touch Flow	p. 181
5.7 Communicating to the Organization	p. 183
Key Messages in This Chapter	p. 184
Challenge Actions	p. 186
6 Leverage the Learning	p. 189
6.1 Reevaluate and Refresh	p. 191
6.2 Accelerate the Applied Rate of Learning	p. 201
6.3 Leverage Learning with Lean into the Supply Chain	p. 202
6.4 Standard Work	p. 206
6.5 Clustering Thousands of Small Fires into a Forest Fire	p. 208
6.6 Reinforce Good Decision Making and Risk Taking	p. 210
6.7 Benchmark and Compare for Higher Performance	p. 212
6.8 Reinvent Work and Job Skills	p. 215
6.9 Measure and Share Progress	p. 218
6.10 Communicate and Walk the Talk	p. 220
Key Messages in This Chapter	p. 222
Challenge Actions	p. 222
7 Wrapping It Together	p. 225
7.1 People	p. 225
7.2 Methods	p. 228
7.3 Machine	p. 229
7.4 Final Thoughts from the Authors	p. 230
Key Messages in This Chapter	p. 231
Challenge Actions	p. 231
Glossary of Terms	p. 233
Appendix	p. 241
Bibliography and Works Cited	p. 261
Index	p. 265
About the Authors	p. 279

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Summary

Summary

Author Notes

Table of Contents