An introduction to lean work design. Volume I, Fundamentals of lean operations / Lawrence D. Fredendall and Matthias Thürer. [electronic resource]

By:

Fredendall, Lawrence D [author.]

Contributor(s):

Thürer, Matthias [author.]

Material type: Text

TextSeries: Supply and operations management collectionPublisher: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, 2016Edition: First editionDescription: 1 online resource (xiii, 122 pages)ISBN:

9781606493236

Other title:

Fundamentals of lean operations

Subject(s):

Genre/Form:

Electronic books.

Additional physical formats: Print version:: No titleDDC classification:

658.5 23

LOC classification:

TS155 .F6451 2016

Online resources:

Click to View

Contents:

1. Lean work design -- 2. Customers drive the lean company -- 3. Process flow -- 4. Little's law -- 5. The effects of variance in the system -- 6. Buffer management -- 7. People -- 8. Organizational structure -- 9. Why communication is important? -- 10. Summary -- Index.

Abstract: Lean Work Design comes directly from our view that lean operations results from the work design. This book uses three existing work design theories to study lean operations and to identify the principles of lean operations. First, systems theory is used to conceptualize how lean operations differ from other work designs. Second, buffer theory, which views lean as a set of buffers to protect throughput from variance, is used to more effectively manage buffers. Third, organizational information processing theory is used to understand how the lean work design processes different types of information. So, lean work design is a work design that maximizes system productivity and effectiveness while minimizing the system's buffer costs. Lean does this by achieving tighter integration of its system components by using work design methods that incorporate a systems view of the organization. Appropriate work design methods consciously seek to incorporate a systems view and coordination into the design of a production or service process. This book is not about the many tools in lean. Rather, it focuses on understanding the lean concepts and how to actively use these concepts to create structure and facilitate communication. The book introduces the fundamentals of Lean operations that are a key to creating a Lean Work Design. It provides a knowledge structure that can be adapted to the day- to-day problems encountered by managers of many different types of work systems.

Holdings ( 1 )
Title notes ( 6 )

Holdings
Item type	Current library	Call number	Status	Date due	Barcode
Ebook	TUS: Midlands, Main Library Athlone Online	eBook (Browse shelf(Opens below))	Available

Includes bibliographical references and index.

Access restricted to authorized users and institutions.

Lean Work Design comes directly from our view that lean operations results from the work design. This book uses three existing work design theories to study lean operations and to identify the principles of lean operations. First, systems theory is used to conceptualize how lean operations differ from other work designs. Second, buffer theory, which views lean as a set of buffers to protect throughput from variance, is used to more effectively manage buffers. Third, organizational information processing theory is used to understand how the lean work design processes different types of information. So, lean work design is a work design that maximizes system productivity and effectiveness while minimizing the system's buffer costs. Lean does this by achieving tighter integration of its system components by using work design methods that incorporate a systems view of the organization. Appropriate work design methods consciously seek to incorporate a systems view and coordination into the design of a production or service process. This book is not about the many tools in lean. Rather, it focuses on understanding the lean concepts and how to actively use these concepts to create structure and facilitate communication. The book introduces the fundamentals of Lean operations that are a key to creating a Lean Work Design. It provides a knowledge structure that can be adapted to the day- to-day problems encountered by managers of many different types of work systems.

Title from PDF title page (viewed on March 17, 2016).

Electronic reproduction. Ann Arbor, MI : ProQuest, 2016. Available via World Wide Web. Access may be limited to ProQuest affiliated libraries.