KANBAN CHANGE LEADERSHIP : Creating a Culture of Continuous Improvement /
This book provides an understanding of what is necessary to properly understand change management with Kanban as well as how to apply it optimally in the workplace. The book emphasizes critical aspects, several traps which users repeatedly fall into, and presents some practical guidelines for Kanban...
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Format: | text |
Language: | eng |
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Hoboken, New Jersey : John Wiley & Sons, Inc.,
[201
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author | Leopold, Klaus, author 641586 Kaltenecker, Siegfried, author 641587 |
author_facet | Leopold, Klaus, author 641586 Kaltenecker, Siegfried, author 641587 |
author_sort | Leopold, Klaus, author 641586 |
collection | OCEAN |
description | This book provides an understanding of what is necessary to properly understand change management with Kanban as well as how to apply it optimally in the workplace. The book emphasizes critical aspects, several traps which users repeatedly fall into, and presents some practical guidelines for Kanban change management to help avoid these traps. The authors have organized the book into three sections. The first section focuses on the foundations of Kanban, establishing the technical basis of Kanban and indicating the mechanisms required to enact change. In the second section, the authors explain the context of Kanban change management―the options for change, how they can be set in motion, and their consequences for a business. The third section takes the topics from the previous sections and relates them to the social system of business―the goal is to guide readers in the process of building a culture of continuousimprovement by reviewing real case studies and seeing how Kanban is applied in various situations. |
first_indexed | 2024-03-05T17:01:09Z |
format | text |
id | KOHA-OAI-TEST:598721 |
institution | Universiti Teknologi Malaysia - OCEAN |
language | eng |
last_indexed | 2024-03-05T17:01:09Z |
publishDate | [201 |
publisher | Hoboken, New Jersey : John Wiley & Sons, Inc., |
record_format | dspace |
spelling | KOHA-OAI-TEST:5987212022-06-07T02:05:09ZKANBAN CHANGE LEADERSHIP : Creating a Culture of Continuous Improvement / Leopold, Klaus, author 641586 Kaltenecker, Siegfried, author 641587 textHoboken, New Jersey : John Wiley & Sons, Inc.,[2015]©2015engThis book provides an understanding of what is necessary to properly understand change management with Kanban as well as how to apply it optimally in the workplace. The book emphasizes critical aspects, several traps which users repeatedly fall into, and presents some practical guidelines for Kanban change management to help avoid these traps. The authors have organized the book into three sections. The first section focuses on the foundations of Kanban, establishing the technical basis of Kanban and indicating the mechanisms required to enact change. In the second section, the authors explain the context of Kanban change management―the options for change, how they can be set in motion, and their consequences for a business. The third section takes the topics from the previous sections and relates them to the social system of business―the goal is to guide readers in the process of building a culture of continuousimprovement by reviewing real case studies and seeing how Kanban is applied in various situations.Includes bibliographical references and index.This book provides an understanding of what is necessary to properly understand change management with Kanban as well as how to apply it optimally in the workplace. The book emphasizes critical aspects, several traps which users repeatedly fall into, and presents some practical guidelines for Kanban change management to help avoid these traps. The authors have organized the book into three sections. The first section focuses on the foundations of Kanban, establishing the technical basis of Kanban and indicating the mechanisms required to enact change. In the second section, the authors explain the context of Kanban change management―the options for change, how they can be set in motion, and their consequences for a business. The third section takes the topics from the previous sections and relates them to the social system of business―the goal is to guide readers in the process of building a culture of continuousimprovement by reviewing real case studies and seeing how Kanban is applied in various situations.Johor Corporation (JCorp);PSZJBJust-in-time systemsContinuous improvement processTransformational leadershipJob enrichmentURN:ISBN:9781119019701 |
spellingShingle | Just-in-time systems Continuous improvement process Transformational leadership Job enrichment Leopold, Klaus, author 641586 Kaltenecker, Siegfried, author 641587 KANBAN CHANGE LEADERSHIP : Creating a Culture of Continuous Improvement / |
title | KANBAN CHANGE LEADERSHIP : Creating a Culture of Continuous Improvement / |
title_full | KANBAN CHANGE LEADERSHIP : Creating a Culture of Continuous Improvement / |
title_fullStr | KANBAN CHANGE LEADERSHIP : Creating a Culture of Continuous Improvement / |
title_full_unstemmed | KANBAN CHANGE LEADERSHIP : Creating a Culture of Continuous Improvement / |
title_short | KANBAN CHANGE LEADERSHIP : Creating a Culture of Continuous Improvement / |
title_sort | kanban change leadership creating a culture of continuous improvement |
topic | Just-in-time systems Continuous improvement process Transformational leadership Job enrichment |
work_keys_str_mv | AT leopoldklausauthor641586 kanbanchangeleadershipcreatingacultureofcontinuousimprovement AT kalteneckersiegfriedauthor641587 kanbanchangeleadershipcreatingacultureofcontinuousimprovement |