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Building a Lean Service Enterprise : Reflections of a Lean Management Practitioner

Title: Building a Lean Service Enterprise : Reflections of a Lean Management Practitioner
Author: Debashis Sarkar
ISBN: 149877959X / 9781498779593
Format: Hard Cover
Pages: 260
Publisher: Productivity Press
Year: 2017
Availability: 2 to 3 weeks

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This book provides an assorted set of reflections/lessons from the "trenches" of Lean service and brings to fore leadership challenges, new tools, and the known-unknowns (insights that very few know but many in journey of Lean transformation need to know). Lean has the ability to address a wide range of problems faced by service companies, such as: complexity reduction, sales force productivity enhancement, operations risk control, cost leadership, combining scale with flexibility, service excellence and improving employee morale and involvement. Many of the principles discussed in the book are based on the author's first-hand experience in Lean implementation.

  • The only current book to bring out lessons from actual Lean service initiatives
  • Contains host of new tools developed and successfully used by author in Lean transformations
  • Brings out leadership challenges encountered in Lean service deployment
  • Provides Do’s and Don’ts that must be kept in mind on a journey of service Lean adoption
  • Written in a jargon-free and easy-to-read manner so that the book can be read by both Lean change agents and those uninitiated to Lean thinking

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List of Figures
List of Tables
Preface
Notes to Readers
Author

Chapter 1 : How Engaged Is your CEO and Top Management?
Chapter 2 : Spend the First 90 Days to Understand the Needs of the Company
Chapter 3 : Should You Board the Ship?
Chapter 4 : Before Embarking on a Lean Effort, Pause to Understand the Type of Problem That You Are Trying to Solve?
Chapter 5 : Just Knowing Tools Does Not Make You a Lean Change Leader
Chapter 6 : Know the Building Blocks
Chapter 7 : "Influence" : Least Discussed Yet the Most Important Quality of a Seasoned Lean Change Leader
Chapter 8 : Engagement : Where to Begin?
Chapter 9 : To Whom Does the Lean Change Leader Report?
Chapter 10 : Trigger Signs of Upcoming Change By Embedding New "Ways of Working" For the Leadership Team
Chapter 11 : Do You Know What Constitutes a Great Lean Team?
Chapter 12 : A Person Keen to be Popular Should Not Become Involved in Lean Efforts
Chapter 13 : It Makes Sense to Define Lean Differently
Chapter 14 : How Aligned Is the top Management on Organizational Outcomes?
Chapter 15 : Do You Know the Building Blocks of a Holistic Lean Transformation?
Chapter 16 : Don Not Forget of 15Cs of Lean Transformation
Chapter 17 : Let Us Not Think Lean to be a Cost-Cutting Endeavour
Chapter 18 : It Helps to Adopt a Quiver Approach in a Lean Transformation
Chapter 19 : Let a Roadmap Guide Your Deployment
Chapter 20 : Observe, Observe, and Observe
Chapter 21 : Lean Need Not Necessarily Be Called Lean
Chapter 22 : Service Guarantee Can Be a Good Aspiration to Have in a Lean Transformation Journey
Chapter 23 : Getting Top Management Commitment Is Necessary but Not Sufficient
Chapter 24 : Creating a Sense of Urgency Is a Prerequisite for Successful Lean Deployment
Chapter 25 : Do Not Forget to Include Those Below Top Management
Chapter 26 : Is Lean Applicable in Your Organization?
Chapter 27 : Service Process Are Quite Different form Those That One Sees in Manufacturing
Chapter 28 : Do People Know Why the Organization Is Embarking on a Lean Journey?
Chapter 29 : Why a Common Understanding of Service Is a Must in Lean for Service
Chapter 30 : Who are the Custodians of Your Process?
Chapter 31 : Just Not Larger Projects
Chapter 32 : White Spaces : A Great Lean Opportunity
Chapter 33 : Dose Your organization Have a Standard Approach to Solve Problems?
Chapter 34 : Shun Verbosity and Long Presentations : Adopt A3 Thinking
Chapter 35 : What Metrics Should You Have?
Chapter 36 : Is Employee Attrition a Problem in Your Company?
Chapter 37 : Inventory in a Services Organization Can Be of Various Hues
Chapter 38 : The Functional Crevices Provide a Great Lean Opportunity
Chapter 39 : MIS Reports, MIS Reports, and More MIS Reports
Chapter 40 : The Role of the Lean Team Should Change over Time
Chapter 41 : Make Customers Service Themselves
Chapter 42 : Encourage Team Members to Report Problems
Chapter 43 : Process Should Positively Affect the Key Stakeholder
Chapter 44 : Don Not Forget to Ascertain the Health of Lean Adoption
Chapter 45 : Embed a Regime of Reflection
Chapter 46 : As You Negotiate the Lean Journey, Do Not Forget Those Who Could Derail the Efforts
Chapter 47 : Not Only Visual Tools but Also a Holistic Visual Management System
Chapter 48 : It Helps to Ascertain Effectiveness of Visual Management
Chapter 49 : Ohno's Wastes Are Applicable to Service Organizations
Chapter 50 : Are you Aware of Wastes of Business Acquisition?
Chapter 51 : Be Careful about the Service Recovery Process
Chapter 52 : Multiskilling Is a Good Capacity Optimization Technique
Chapter 53 : Building a Pull System in a Service Enterprise
Chapter 54 : Know the Little-Known Law
Chapter 55 : Use Little's Law to Create Pull in Transaction Processing
Chapter 56 : Do Not Standardize All Processes in a Service Company
Chapter 57 : Make the Process of Cross-Selling More Efficient and Effective
Chapter 58 : Practice Pull-Based Sales
Chapter 59 : Do You Know the DEB-LOREX Model for Lean Transformation?
Chapter 60 : Make a Deep Assessment of Lean Enterprise Using the DEB-LOREX Index

Bibliography
Index

 

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