Lean empowerment and respect for people : the evolution of lean production systems

There are two pillars of a Lean Management System: Continuous Improvement and Respect for People. Most books about Lean Production have focused overwhelmingly on Continuous Improvement and fail to treat Respect for People as an equal pillar. It is overlooked or understated, resulting not in a Lean h...

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Bibliographic Details
Main Author: Gundlach, Trevor, (Author)
Format: eBook
Language: English
Published: New York : Routledge, Taylor & Francis Group, 2024.
Edition: First edition.
Subjects:
Lean manufacturing.
elektronické knihy
electronic books
ISBN: 9781032644134
1032644133
9781003846093
1003846092
9781003846062
1003846068
9781032644127
9781032644110
Physical Description: 1 online resource (xiv, 178 pages).

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Table of contents

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100 1 |a Gundlach, Trevor,  |e author. 
245 1 0 |a Lean empowerment and respect for people :  |b the evolution of lean production systems /  |c Trevor Gundlach. 
250 |a First edition. 
264 1 |a New York :  |b Routledge, Taylor & Francis Group,  |c 2024. 
300 |a 1 online resource (xiv, 178 pages). 
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338 |a online resource  |b cr  |2 rdacarrier 
520 |a There are two pillars of a Lean Management System: Continuous Improvement and Respect for People. Most books about Lean Production have focused overwhelmingly on Continuous Improvement and fail to treat Respect for People as an equal pillar. It is overlooked or understated, resulting not in a Lean house, but in a lean-to structure. It is our responsibility to level out the structure once again. The study of people is messy and exciting. It demands that we explore multiple interdisciplinary studies, including psychology, sociology, philosophy, and even theology. This book runs a parallel course with Lean Production but has a different goal. Instead of production, efficiency, and financial gains, our goal is to understand the reasons why staff come to work in the morning. We can only understand a system when we understand its people. They own the culture. Lean must therefore evolve from a Production System into an Empowerment System. Lean Production will no longer serve the contemporary workforce; knowledge workers, if you are reading this, you are likely a knowledge worker who deserves more than a repackaging of the same ideas. You are not a line worker, and your system should not treat you as such. Therefore, we need a new system. One that prioritizes Respect for People over Continuous Improvement. Leaders in this system must recognize belonging and psychological safety as preconditions to process innovation. New definitions of value and waste--the staples of Lean philosophy--must take on a more human face and propel the change of culture. We must flip Lean on its head for the sake of our modern workforce. 
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856 4 0 |u https://proxy.k.utb.cz/login?url=https://www.taylorfrancis.com/books/9781032644134  |y Full text 

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