Most books on Supply Chain Management simply focus on how to move materials and key resources throughout an industrial enterprise. Reinventing Lean shows how SCM can be made “Lean, leading to much more reliable, cost-effective and competitive Supply Chain Management (SCM). In this book, the reader will find a collection of management tools that will help to implement Lean principles, and to understand the components of an integrated Supply Chain Management system. Moreover, the book will show that to make Lean SCM effective, both the functional management tools as well as an enterprise-wide cultural readiness are needed in order to lay the groundwork for a World Class Lean Supply Chain. Reinventing Lean will carefully lead engineers and manufacturing managers on how to adopt a cutting-edge Lean Supply Chain strategy. The book will lay out various proven approaches to incorporating Lean and SCM practices, by focusing on the ways in which SCM relates to materials, money, and information movement within the manufacturing environment. And because Reinventing Lean recognizes that a successful Lean SCM system cannot be achieved unless an organization supports team integration and the willingness to adapt to change, it provides not only the technical tools but also methods for changing company cultural factors that can make it all come together for a successful operation.

Reinventing Lean: Introducing Lean Management into the Supply Chain

Business & Money

Plenert, Gerhard

Management & Leadership

Butterworth-Heinemann

"Even the best companies tend to be reactive because of poor scheduling. Often their employees prefer being reactive because they are so used to operating in this mode. The shoot-from-the-hip approach is very common in American culture. The West was won with a ‘six-shooter’and many shop floor managers continue to function in the shoot-from-the-hip mode. While there are some conditions that might benefit from the shoot-from-the-hip philosophy, modern competitive manufacturing is not one of them." —from Finite Capacity Scheduling In this groundbreaking book, internationally recognized experts explain why obsolete scheduling methodologies may be preventing your company from achieving competitive levels of productivity, and how today’s powerful new finite capacity scheduling (FCS) technologies can transform it into a world-class competitor. The first comprehensive guide to understanding, choosing, implementing, and managing FCS technologies, Finite Capacity Scheduling: 
<ul>
<li>Exposes the problems inherent to infinite capacity scheduling models</li> <li>Explains why FCS is the key to modern competitive manufacturing</li> <li>Shows how FCS maximizes resource use and cuts inventory costs</li> <li>Proves that FCS is a natural complement to MRP, ERP, TQM, and JIT</li> <li>Reviews current and emerging FCS technologies</li> <li>Offers guidelines for choosing the best FCS system for your company</li> <li>Describes how to integrate FCS seamlessly into your management structure</li> </ul>

Finite Capacity Scheduling: Management, Selection, and Implementation (Oliver Wight Manufacturing Series)

Kirchmier, Bill

John Wiley&Sons, Inc.

With so many facets to focus on--global management strategies and technology changes--Plenert offers alternative types of existing change models, stressing that there is no one perfect model or strategy. Key to being a world-class manager is the ability to select the appropriate alternative in each situation--daring to choose the less obvious yet possibly more effective action.

World Class Manager: Olympic Quality Performance in the New Global Economy

Prima Pub.

Transform Behaviors, Transform Results!: Identifying and Using Behavioral Indicators to Drive Sustainable Change and Improvement

When trying to embed changes or new mindsets and behaviors, organizations tend to focus on following a particular methodology rather than clearly defining the underlying behaviors that will deliver the sustainable behavioral change and align the thought processes that drive the behaviors―whether their intent is to continuously improve safety or overall risk management or achieve a sustainable growth and improvement trajectory. 
The key role of leadership teams is not to deliver results. It is to inspire and own the organizational culture that delivers the expected results. If culture is owned by HR, it is doomed to be another thing leaders have to do on top of their day job. Business leadership teams must oversee defining and managing organizational culture and have HR coach the capability of leaders to cast the right leadership shadow by role modeling the right behaviors, rewarding the right behaviors in their teams, and providing clarity on expectations around behaviors for all leaders and employees. 
The most challenging part of any performance-improvement implementation is the identification of key behavioral indicators (KBIs). The purpose of this book is to assist with that challenge and make “behaviors” easier to understand and identify. 
The book defines and describes the importance of focusing on the behaviors necessary for sustainable change rather than focusing on the tools and methodology behind change management. It discusses multiple lenses of change including Lean, Six Sigma, Agile, Risk, and Customer Experience and also addresses the weaknesses of complying solely with the methodology and tools. It proposes a behavioral framework to suit each particular lens. 
This book begins with reasons most continuous improvement programs fail to deliver the expected results. More importantly, it discusses embedding the newly described mindsets and capabilities into the business. The book concludes by providing leaders a roadmap and a coaching framework for how to align and embed their new behavioral framework at all levels, starting from the front-line worker up to the CEO. 
Essentially, this book leads the reader through the process of understanding the concept of defining behaviors and the difference between them and tools/methodology. It introduces KBIs for leaders to define and drive the desired behaviors at all levels. This will increase the probability of sustainability for the improvement initiative by focusing on and maturing the behaviors these initiatives are trying to drive.

Jones, Morgan

Butler, Drew

Business Culture

Productivity Press

When trying to embed changes or new mindsets and behaviors, organizations tend to focus on following a particular methodology rather than clearly defining the underlying behaviors that will deliver the sustainable behavioral change and align the thought processes that drive the behaviors--whether their intent is to continuously improve safety or overall risk management or achieve a sustainable growth and improvement trajectory. The key role of leadership teams is not to deliver results. It is to inspire and own the organizational culture that delivers the expected results. If culture is owned by HR, it is doomed to be another thing leaders have to do on top of their day job. Business leadership teams must oversee defining and managing organizational culture and have HR coach the capability of leaders to cast the right leadership shadow by role modeling the right behaviors, rewarding the right behaviors in their teams, and providing clarity on expectations around behaviors for all leaders and employees. The most challenging part of any performance-improvement implementation is the identification of key behavioral indicators (KBIs). The purpose of this book is to assist with that challenge and make "behaviors" easier to understand and identify. The book defines and describes the importance of focusing on the behaviors necessary for sustainable change rather than focusing on the tools and methodology behind change management. It discusses multiple lenses of change including Lean, Six Sigma, Agile, Risk, and Customer Experience and also addresses the weaknesses of complying solely with the methodology and tools. It proposes a behavioral framework to suit each particular lens. This book begins with reasons most continuous improvement programs fail to deliver the expected results. More importantly, it discusses embedding the newly described mindsets and capabilities into the business. The book concludes by providing leaders a roadmap and a coaching framework for how to align and embed their new behavioral framework at all levels, starting from the front-line worker up to the CEO. Essentially, this book leads the reader through the process of understanding the concept of defining behaviors and the difference between them and tools/methodology. It introduces KBIs for leaders to define and drive the desired behaviors at all levels. This will increase the probability of sustainability for the improvement initiative by focusing on and maturing the behaviors these initiatives are trying to drive.

There are many books on the market that discuss the Toyota Production System but few that insightfully analyze its marketing strategy. Authored by former Toyota marketing executives, this is the first book of its kind to detail how Toyota’s thinking habits go beyond the shop floor and influence and guide Toyota’s marketing function. Toyota has expanded from a venture enterprise to one of the biggest global enterprises because of its innovative mindset (Toyota thinking habits) using Breakthrough Thinking, which supports a new philosophical approach to problem solving, turning 180 degrees away from conventional thinking. Written by Toyota’s former executive managing director and founder of Breakthrough Thinking, Toyota’s Global Marketing Strategy: Innovation through Breakthrough Thinking and Kaizen: <ul>
<li>Explores Toyota’s "Breakthrough Thinking"</li> <li>Examines how Toyota conducts information gathering.</li> <li>Illustrates how Toyota builds and maintains its unique business culture</li> <li>Shows how Toyota "goes to the customer" and comprehensively studies how customers use their products</li> <li>Reveals Toyota’s cars have become some of the biggest selling models in the USA</li> </ul>
The authors of this book explore Toyota thinking habits as well as Toyota’s global marketing strategy, which, since the 1980sa, has been expanding exponentially. The reader will understand the importance of thinking habits in the workplace and will know how to apply them using Toyota as the prime case study.

Toyota’s Global Marketing Strategy: Innovation through Breakthrough Thinking and Kaizen

Hibino, Shozo

Noguchi, Koichiro

Economics

Strategic Excellence in the Architecture, Engineering, and Construction Industries is a process of applied strategic thinking designed to develop a strategy empowered with the agility to adapt to changing circumstances and to drive a high performing culture of ideal behaviors. It is infused with the insight and the thought leadership of the Shingo Model and the scientific thinking of Lean Six Sigma. The book goes beyond the classic approach to strategic planning by driving effective execution of the strategy through the embedment of collective ownership and organization-wide alignment into the entire process. Significant advances in strategic planning and management have been developed over decades of learning and practice. Many of those advances, however, have been developed in the manufacturing industry and have not been translated into terms easily applicable to the A/E/C (Architectural / Engineering / Construction) industry. This book incorporates current best practices from cutting edge organizations around the globe and presents those in a way that they can easily be applied to A/E/C organizations through an efficient and effective process.

Strategic Excellence in the Architecture, Engineering, and Construction Industries: How AEC Firms Can Develop and Execute Strategy Using Lean Six Sigma

Plenert, Joshua

Many organizations develop strategic plans that gather dust on bookshelves. Many other organizations employ Lean and Six Sigma methodologies to eliminate waste and reduce process variation only to find they are not moving the big bars that measure success for the organization. Driving Strategy to Execution Using Lean Six Sigma: A Framework for Creating High Performance Organizations details a framework for leveraging an organization’s Lean Six Sigma capability in a manner that drives their strategic plans to execution by linking their strategy deployment into the fabric of their day-to-day operations. Bolstered by real-world examples of successful strategy execution, leveraging, and Six Sigma, the book provides: <ul>
<li>An organizational framework for understanding the strategic process</li> <li>A model to follow in developing and executing short-range (5 years out) strategies</li> <li>A model for longer-range visioning, scenario modeling, and strategy execution</li> <li>An assessment tool for measuring an organization’s transformation to high performance</li> </ul>
The framework provides a proven methodology that takes a systems approach to creating high performance. It presents the core process of strategy development and SA&amp;D with the governing process of driving the right metrics through a balanced scorecard approach focused on the organization’s value stream. It then combines this with the enabling process of change management and the creation of a culture of problem solving, waste elimination, and internal discipline to standard work. Anyone can write a book on the procedures behind "Strategy" without understanding the key drivers that give a strategy excitement, commitment, and fire. Here, Gerhard Plenert and Tom Cluley do more than that. First, they examine how to make a strategy meaningful and powerful. Then, they underline the critical piece to strategy development―the execution piece―which takes the glossy strategy brochure off the shelf and makes a usable and executable plan. The book focuses on how to build great strategies and includes examples of what makes them great. It demonstrates how a well-developed strategy generates excitement within an organization, offering you the tools to navigate and design a workable and achievable plan for success for your organization.

Driving Strategy to Execution Using Lean Six Sigma: A Framework for Creating High Performance Organizations (Resource Management)

Cluley, Tom

CRC-Press

"Montana Bleeds," first in, "A Montana Rising" Series novels, weaves readers webs of murder and intrigue pitting large economic interests against individual genius and initiative. Gerhard Plenert effectively mixes drama and suspense with believable, thought-provoking themes leaving readers emotionally driven and involved.

Montana Bleeds (Montana Rising)

Literature & Fiction

Genre Fiction

DonnaInk Publications

See the best price to sell, buy, or rent books by Plenert, Gerhard. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Plenert, Gerhard

See the best price to sell, buy, or rent books by Plenert, Gerhard. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Reinventing Lean: Introducing Lean Management into the Supply Chain

Finite Capacity Scheduling: Management, Selection, and Implementation (Oliver Wight Manufacturing Series)

World Class Manager: Olympic Quality Performance in the New Global Economy

Transform Behaviors, Transform Results!: Identifying and Using Behavioral Indicators to Drive Sustainable Change and Improvement

Transform Behaviors, Transform Results!: Identifying and Using Behavioral Indicators to Drive Sustainable Change and Improvement

Toyota’s Global Marketing Strategy: Innovation through Breakthrough Thinking and Kaizen

Strategic Excellence in the Architecture, Engineering, and Construction Industries: How AEC Firms Can Develop and Execute Strategy Using Lean Six Sigma

Driving Strategy to Execution Using Lean Six Sigma: A Framework for Creating High Performance Organizations (Resource Management)

Montana Bleeds (Montana Rising)