Improve : The Next Generation of Continuous Improvement for Knowledge Work /
Improve: The Next Generation of Continuous Improvement for Knowledge Work presents lean thinking for professionals, those who Peter Drucker called knowledge workers. It translates the brilliant insights from Toyota’s factory floor to the desktops of engineers, marketers, attorneys, accountants, doct...
| Main Authors: | , |
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| Format: | software, multimedia |
| Language: | eng |
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Kidlington : Butterworth-Heinemann,
2020
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| Online Access: | https://www.sciencedirect.com/science/book/9780128095195 |
| _version_ | 1796765176450514944 |
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| author | Ellis, George, author 409369 ScienceDirect (Online service) 7722 |
| author_facet | Ellis, George, author 409369 ScienceDirect (Online service) 7722 |
| author_sort | Ellis, George, author 409369 |
| collection | OCEAN |
| description | Improve: The Next Generation of Continuous Improvement for Knowledge Work presents lean thinking for professionals, those who Peter Drucker called knowledge workers. It translates the brilliant insights from Toyota’s factory floor to the desktops of engineers, marketers, attorneys, accountants, doctors, managers, and all those who "think for a living." The Toyota Production System (TPS) was born a century ago to an almost unknown car maker who today is credited with starting the third wave of the Industrial Revolution. TPS principles, better known as lean thinking or continuous improvement, are simple: increase customer value, cut hidden waste, experiment to learn, and respect others. As simple as they are, they are difficult to apply to the professions, probably because of the misconception that knowledge work is wholly non-repetitive. But much of our everyday work does repeat, and in great volume: approvals, problem-solving, project management, hiring, and prioritization are places where huge waste hides. Eliminate waste and you delight customers and clients, increase financial performance, and grow professional job satisfaction, because less waste means more success and more time for expertise and creativity. |
| first_indexed | 2024-03-05T17:20:32Z |
| format | software, multimedia |
| id | KOHA-OAI-TEST:606654 |
| institution | Universiti Teknologi Malaysia - OCEAN |
| language | eng |
| last_indexed | 2024-03-05T17:20:32Z |
| publishDate | 2020 |
| publisher | Kidlington : Butterworth-Heinemann, |
| record_format | dspace |
| spelling | KOHA-OAI-TEST:6066542023-11-20T07:13:09ZImprove : The Next Generation of Continuous Improvement for Knowledge Work / Ellis, George, author 409369 ScienceDirect (Online service) 7722 software, multimedia Electronic books 631902 Kidlington : Butterworth-Heinemann,©20202020engImprove: The Next Generation of Continuous Improvement for Knowledge Work presents lean thinking for professionals, those who Peter Drucker called knowledge workers. It translates the brilliant insights from Toyota’s factory floor to the desktops of engineers, marketers, attorneys, accountants, doctors, managers, and all those who "think for a living." The Toyota Production System (TPS) was born a century ago to an almost unknown car maker who today is credited with starting the third wave of the Industrial Revolution. TPS principles, better known as lean thinking or continuous improvement, are simple: increase customer value, cut hidden waste, experiment to learn, and respect others. As simple as they are, they are difficult to apply to the professions, probably because of the misconception that knowledge work is wholly non-repetitive. But much of our everyday work does repeat, and in great volume: approvals, problem-solving, project management, hiring, and prioritization are places where huge waste hides. Eliminate waste and you delight customers and clients, increase financial performance, and grow professional job satisfaction, because less waste means more success and more time for expertise and creativity.Chapter 1. 30% of what you think is wrong -- Chapter 2. A brilliant insight -- Chapter 3. Creating value from knowledge work -- Chapter 4. The lean equation -- Chapter 5. DIMINISH: Recognizing the 8 Wastes of Knowledge Work -- Chapter 6. Simplify, engage, and experiment -- Chapter 7. Reduce Waste #1: Discord -- Chapter 8. Reduce Waste #2: Information Friction -- Chapter 9. Reduce Waste #3: More-is-Better Thinking -- Chapter 10. Reduce Waste #4: Inertia to Change -- Chapter 11. Reduce Waste #5: No-Win Contests -- Chapter 12. Reduce Waste #6: Inferior Problem Solving -- Chapter 13. Reduce Waste #7: Solution Blindness -- Chapter 14. Reduce Waste #8: Hidden Errors -- Chapter 15. Standardize workflow -- Chapter 16. Workflow improvement cycle -- Chapter 17. Workflow—Checklists and expert rule sets -- Chapter 18. Workflow—Problem Solve-Select -- Chapter 19. Workflow—Visual management for initiatives and projects -- Chapter 20. Workflow—Visual management with buffer -- Chapter 21. Workflow—Kanban and Kamishibai: Just-In-Time Rationalization -- Chapter 22. Workflow—Putting out “fires” -- Chapter 23. Workflow—Visualizing revenue gaps -- Chapter 24. Workflow—Leadership review of knowledge work.Improve: The Next Generation of Continuous Improvement for Knowledge Work presents lean thinking for professionals, those who Peter Drucker called knowledge workers. It translates the brilliant insights from Toyota’s factory floor to the desktops of engineers, marketers, attorneys, accountants, doctors, managers, and all those who "think for a living." The Toyota Production System (TPS) was born a century ago to an almost unknown car maker who today is credited with starting the third wave of the Industrial Revolution. TPS principles, better known as lean thinking or continuous improvement, are simple: increase customer value, cut hidden waste, experiment to learn, and respect others. As simple as they are, they are difficult to apply to the professions, probably because of the misconception that knowledge work is wholly non-repetitive. But much of our everyday work does repeat, and in great volume: approvals, problem-solving, project management, hiring, and prioritization are places where huge waste hides. Eliminate waste and you delight customers and clients, increase financial performance, and grow professional job satisfaction, because less waste means more success and more time for expertise and creativity.Intellectual capitalhttps://www.sciencedirect.com/science/book/9780128095195URN:ISBN:9780128095195Remote access restricted to users with a valid UTM ID via VPN. |
| spellingShingle | Intellectual capital Ellis, George, author 409369 ScienceDirect (Online service) 7722 Improve : The Next Generation of Continuous Improvement for Knowledge Work / |
| title | Improve : The Next Generation of Continuous Improvement for Knowledge Work / |
| title_full | Improve : The Next Generation of Continuous Improvement for Knowledge Work / |
| title_fullStr | Improve : The Next Generation of Continuous Improvement for Knowledge Work / |
| title_full_unstemmed | Improve : The Next Generation of Continuous Improvement for Knowledge Work / |
| title_short | Improve : The Next Generation of Continuous Improvement for Knowledge Work / |
| title_sort | improve the next generation of continuous improvement for knowledge work |
| topic | Intellectual capital |
| url | https://www.sciencedirect.com/science/book/9780128095195 |
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