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Quality Control Management

Building a lean service enterprise: reflections of a lean by Debashis Sarkar

By Debashis Sarkar

This publication presents an different set of reflections/lessons from the "trenches" of Lean carrier and brings to fore management demanding situations, new instruments, and the known-unknowns (insights that only a few understand yet many in trip of Lean transformation have to know). Lean has the power to handle quite a lot of difficulties confronted by means of carrier businesses, similar to: complexity relief, revenues strength productiveness enhancement, operations threat regulate, expense management, combining scale with flexibility, carrier excellence and enhancing worker morale and involvement. a few of the ideas mentioned within the e-book are according to the author's first-hand event in Lean implementation.

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Extra info for Building a lean service enterprise: reflections of a lean management practitioner

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Also, challenges in service companies can be quite different from those in manufacturing companies. This is because “Lean” as a concept is still alien to many service companies despite “Lean for service” being on the horizon for more than a decade. Tim Noble would have fared much better had he stayed in the manufacturing company and not jumped ship. I have seen Lean Change Agents making wrong choices like Tim that they later regretted. So, what should a Lean Change Agent do when making a decision whether to join a new company?

1 summarizes these efforts. Understanding the type of Lean efforts is important to make sure that not only are these efforts done right but also the right stakeholders are informed. So, for example, if a Lean leader’s mandate is just sales force effectiveness of an auto loan process, the leader needs to focus on the endto-end auto loan sales process and involve leaders from sales, operations, technology, credit, legal, and compliance departments. If the mandate is to work on holistic organizational transformation, the Lean leader needs to work on vision, mission, values, processes, behavior, technology, and so on.

3 Should You Board the Ship? Transforming an organization through Lean was Tim Noble’s passion. He had been a successful change agent and had made a reasonable name for himself. He was working for an organization that did not seem to have used his talent to the fullest. He quit his last job out of desperation although he was paid well—his skills were not used. He had joined this organization with a lot of hope, but things did not turn out the way he wanted. He was told that he would be leading a major Lean transformation in a mortgage business and working toward embedding both efficiency and effectiveness, which could help to differentiate the organization in the marketplace.

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