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M. Emiliani (1998)
Continuous personal improvementJournal of Workplace Learning, 10
D. Goleman (1998)
Working with Emotional Intelligence
J. Mills, A. Neely, K. Platts, M. Gregory (1998)
Manufacturing strategy: a pictorial representationInternational Journal of Operations & Production Management, 18
David Dotlich, Peter Cairo (1999)
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The machine that changed the world : based on the Massachusetts Institute of Technology 5-million dollar 5-year study on the future of the automobile
M.L. Emiliani
Lean behaviors
M. Hammer, J. Champy (1993)
Reengineering the Corporation
Large public companies restructure themselves on a regular basis with the primary goals of achieving better financial performance and demonstrating responsiveness to shareholder interests. However, it is well know that such discontinuities typically result in great stress and confusion amongst employees, particularly over how to achieve new stretch goals. Key functions such as engineering, manufacturing, purchasing, quality, and finance often pursue separate paths to achieve function‐specific goals. This paper utilizes the principles and tools of lean production to decode the CEO’s mandates and deliver practical, solutions‐oriented tools to employees to help achieve stretch business goals. This creates an effective bridge between the language of the CEO and engineering, manufacturing, purchasing, quality, and finance functions. Coupled with LEAN BEHAVIORS SM , an environment can be created that enables widespread employee alignment and commitment to challenging business conditions. The result is the first framework that unifies technical and behavioral components of management.
Management Decision – Emerald Publishing
Published: Mar 1, 2000
Keywords: Ethics; Investor relations; Leadership; Lean Production; Organizational behaviour; Productivity
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