Development Lean Manufacturing Operations 
Harvard Business Review
MAY 26, 2016
Producers in less-developed countries compete by keeping costs low. It involves replacing traditional mass manufacturing with “lean manufacturing” principles. Traditional mass manufacturing is based on principles of “Scientific Management” that date back to the 19th century. Insight Center.
Chart Your Course
OCTOBER 13, 2016
Now take a look at your job descriptions and make sure the responsibilities you’ve developed will allow newly hired employees to grow and succeed with your company, while adding value to your bottom line. The second premise of lean management is a bit more dynamic. Other Lessons From Manufacturing. Remove Wasted Resources.
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Deming Institute
OCTOBER 31, 2016
In 1979: A two-year management capability improvement program was implemented with the department and section managers specifying topics for operational improvement. And some people still today think of these ideas as limited to manufacturing operations.
Deming Institute
JANUARY 16, 2017
General Motors wasn’t my ideal workplace after having read Deming’s Out of the Crisis and learning a bit about Lean manufacturing in college. The Livonia Philosophy (as written, not practiced) also sounds like Lean in the goal of utilizing of all people’s skill and creativity, as we practice in the Kaizen model.
Harvard Business Review
FEBRUARY 16, 2017
Cleaning up data downstream is expensive and not scalable, because data is a byproduct of business processes and operations like marketing, sales, plant operations, and so on. This requires close collaboration with the operating units and IT. The same manufacturer analyzed the historical performance of its large IT projects.
Harvard Business Review
AUGUST 7, 2012
As a manufacturing company grows, it benefits from economies of scale and can focus teams of people on extracting the maximum productivity from its plant operations. To avoid this trap, the best service companies have routines that allow their people to benefit from the same sort of 'experience curves' as manufacturing workers.
Harvard Business Review
MAY 5, 2011
But that hasn't been the case at Danaher, DuPont, and Staples, which have continually improved their operations over many years, to the delight of their customers. Danaher, the $10 billion conglomerate of 600 manufacturing companies, got serious about process improvement after the surprising turnaround of a subsidiary in the mid-1990s.
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