publication . Other literature type . Article . 2019

No title available

Mohammed Hamed Ahmed Soliman;
Open Access
  • Published: 01 Jan 2019
Abstract
Many companies are complaining that lean didn’t achieve their long-term goals, and the improvement impact was very short-lived. 7 out of each 10 lean projects fail as companies try to use lean like a toolkit, copying and pasting the techniques without trying to adapt the employee’s culture, manage the improvement process, sustain the results, and develop their leaders. When the Toyota production system was created, the main goal was to remove wastes from the shop floor using some lean techniques and tools. What was not clear is that this required from Toyota a long process of leadership development, and a high commitment to training and coaching their employee. ...
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doi: 10.6084/m9.figshare.9685547.v1 , 10.6084/m9.figshare.9685547
Subjects
free text keywords: 170107 Industrial and Organisational Psychology, FOS: Psychology, 150313 Quality Management, FOS: Economics and business, 91005 Manufacturing Management, FOS: Electrical engineering, electronic engineering, information engineering, 150399 Business and Management not elsewhere classified, 130205 Humanities and Social Sciences Curriculum and Pedagogy (excl. Economics, Business and Management), FOS: Educational sciences, Lean Management, Industrial Engineering, Technology (General), T1-995, Industrial engineering. Management engineering, T55.4-60.8, Lean Thinking, Leadership, Lean Leadership, Toyota Way, Continuous Improvement
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figshare
Other literature type . 2019
Provider: Datacite
figshare
Other literature type . 2019
Provider: Datacite
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