Lean for the Long Term : Sustainment is a Myth, Transformation is Reality

Lean for the Long Term : Sustainment is a Myth, Transformation is Reality

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The average tenure of a departing CEO has declined from approximately 10 years in 2000 to 8.1 years in 2012. Maintaining a customer-focused Lean strategy and continuous improvement culture can become a challenge when management changes often, unless it has become an institutionalized company-branded business management system for the company.Lean for the Long Term allows readers to benefit from the operatingexperience and research of the authors who have been deeply involved in leading Lean transformations that last in today's ever-changing business landscape. It presents a Lean management sy.Abstract: The average tenure of a departing CEO has declined from approximately 10 years in 2000 to 8.1 years in 2012. Maintaining a customer-focused Lean strategy and continuous improvement culture can become a challenge when management changes often, unless it has become an institutionalized company-branded business management system for the company.Lean for the Long Term allows readers to benefit from the operating experience and research of the authors who have been deeply involved in leading Lean transformations that last in today's ever-changing business landscape. It presents a Lean management sy
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Data sheet

Name of the Author
Baker
Jr. William H.
Kenneth
Rolfes
Language
English
ISBN
9781482257175
Release date
2015

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Lean for the Long Term : Sustainment is a Myth, Transformation is Reality

The average tenure of a departing CEO has declined from approximately 10 years in 2000 to 8.1 years in 2012. Maintaining a customer-focused Lean strategy and...

Write your review

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