By Debashis Sarkar
This ebook offers an varied set of reflections/lessons from the "trenches" of Lean provider and brings to fore management demanding situations, new instruments, and the known-unknowns (insights that only a few be aware of yet many in trip of Lean transformation have to know). Lean has the power to deal with quite a lot of difficulties confronted through provider businesses, akin to: complexity aid, revenues strength productiveness enhancement, operations threat regulate, fee management, combining scale with flexibility, provider excellence and enhancing worker morale and involvement. the various ideas mentioned within the ebook are according to the author's first-hand event in Lean implementation.
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Additional resources for Building a lean service enterprise: reflections of a lean management practitioner
A Lean Change Leader knows he has to influence those who do not report to him. Also, he has to work toward forming a new set of behaviors that help the progress of the Lean journey. Influence emanates from credibility, which comprises capability and character. Influence is discussed further in Chapter 7. 20 • Building a Lean Service Enterprise 4. Communication: A Lean Change Agent needs to be an effective communicator. He communicates clearly, and when he opens his mouth, one can sense his clarity of thought.
I have seen various levels of CEO engagement in Lean efforts. 1 summarizes these. I would suggest before you decide to take a role in embarking on a Lean transformation that you obtain a sense of the engagement levels of your CEO and top management levels. You will have to put in place required strategy to take them on board. 2 Spend the First 90 Days to Understand the Needs of the Company Just because you are made responsible for Lean deployment does not mean you immediately begin to act. Without really understanding what the company needs, I have seen Lean Change Agents holding training sessions and start working on a few projects.
My personal belief is, for whatever reason, the Lean Change Leader is not able to be placed under the CEO or COO (chief operating officer). He could be placed one level below a CEO’s direct report with a clear commitment that he will be supported for enterprise-wide deployment. 10 Trigger Signs of Upcoming Change by Embedding New “Ways of Working” for the Leadership Team As an organization decides to embark on a Lean journey, it makes sense that the top management, which comprises the chief executive officer (CEO), his direct reports, and the Lean Change Leader, comes up with a set of ground rules for working together.
Building a lean service enterprise: reflections of a lean management practitioner by Debashis Sarkar