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The Toyota Way to Service Excellence

Lean Transformation in Service Organizations

Gebonden Engels 2016 9781259641107
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The world’s bestselling Lean expert shows service-based organizations how to go Lean, gain value, and get results—The Toyota Way.

A must-read for service professionals of every level, this essential book takes the proven Lean principles of the bestselling Toyota Way series and applies them directly to the industries where quality of service is crucial for success. Jeff Liker and Karyn Ross show you how to develop Lean practices throughout your organization using the famous 4P model. Whether you are an executive, manager, consultant, or frontline worker who deals with customers every day, you’ll learn how take advantage of all Lean has to offer.

With this book as your guide, you’ll gain a clear understanding of Lean and discover the principles, practices and tools needed to develop people and processes that surprise and delight each of your customers. These ground-tested techniques are designed to help you make continuous improvements in your services, streamline your operations, and add ever-increasing value to your customers. Fascinating case studies of Lean-driven success in a range of service industries, including healthcare, insurance, financial services, and telecommunications, illustrate that Lean principles and practices work as well in services as they do in manufacturing.

Drawn from original research and real-world examples, The Toyota Way to Service Excellence will help you make the leap to Lean.

Specificaties

ISBN13:9781259641107
Taal:Engels
Bindwijze:gebonden
Aantal pagina's:420
Druk:1
Verschijningsdatum:1-10-2016
Hoofdrubriek:Leiderschap

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Over Jeffrey Liker

Prof. Dr. Jeffrey Liker is hoogleraar Industrial and Operations Engineering aan de University of Michigan, eigenaar van Liker Lean Advisors, LLC, Partner in The Toyota Way Academy, en partner in Lean Leadership Institute. Jeffrey Liker bestudeerde Toyota twintig jaar lang en schreef daarover diverse boeken.

Andere boeken door Jeffrey Liker

Inhoudsopgave

Prologue: The Toyota Way as a General Management Philosophy
-The Problem: Misunderstanding of Lean and “How It Applies Here”
-The Toyoda Family: Generations of Consistent Leadership
-What is Lean?
-The Toyota Way: A Philosophy and Way of Thinking
-Learning the Thinking of the Toyota Way Has No Recipe
-Key Points

1. What is Service Excellence?
-Do we Need Lean in Services?
-Two Customer Service Stories
-What is a Service Organization and How Do We Define Excellence?
-How do Service and Manufacturing Organizations Differ?
-Does Service Excellence Matter?
-The Toyota Way to Service Excellence
-Key Points

2. The Toyota Way Continues to Evolve
-Introduction
-Developing Toyota Leaders as Coaches: Three Waves
-Toyota Way in Sales and Marketing
-Liker’s Toyota Way 4P Model Adapted for Service Organizations
-Toyota as a Model for Long-Term Success
-Key Points

3. Principle 1: Philosophy of Long-Term Systems Thinking
-Philosophy is the Moral Compass of the Organization
-The Limitations of Machine Thinking
-The New Age of Organizations as Living Systems
-Systems Thinking for High Performance Organizations
-Purpose-Driven Organizations
-South West Airlines Compelling Mission: What They Will and Will Not Do
-A Summary of Machine versus Systems Philosophy
-The Challenge of Changing Philosophy
-Philosophy is the Foundation
-Key Points

4. Developing Lean Processes: A Short Story
-How Do We Create Lean Processes?
-The Need for Change at NL Services, Inc.
-Understanding and Encouraging Leadership Vision
-Grasping the Situation
-Understanding the Current State
-Identify Gaps and Prioritize
-Strive for Future State Through Small Cycles of Learning
-What Happens after the Early Experiments?
-Reflection on Developing Lean Processes
-Key Points

5. Macro-Process Principles: Create a Cadence of High Value Flowing to Customers
-What is the Value of Lean Process Principles?
-Principle 2: Deep Understanding of Customer Needs
-Principle 3: Strive for One-Piece Flow Without Stagnation
-Principle 4: Level Work Patterns to be Like a Tortoise
-Principle 5: Respond to Customer Pull
-Use PDCA to Improve Processes to Achieve Desired Outcomes
-Key Points

6. Micro-Process Principles: Make Work Patterns Visible for Continuous Improvement
-Micro-Process Principles
-Principle 6: Stable Work Patterns Continually Adapting
-Principle 7: Manage Visually to See Actual vs Standard
-Principle 8: Build in Quality at each Step

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