國立高雄大學圖資館 |

Language: English

Back

The modern lean enterprisefrom mass customisation to personalisation /

Record Type:	Electronic resources : Monograph/item
Title/Author:	The modern lean enterpriseby Alexander Tsigkas.
Reminder of title:	from mass customisation to personalisation /
Author:	Tsigkas, Alexander C.
Published:	Berlin, Heidelberg :Springer Berlin Heidelberg :2022.
Description:	xviii, 285 p. :ill., digital ;24 cm.
Contained By:	Springer Nature eBook
Subject:	Lean manufacturing.
Online resource:	https://doi.org/10.1007/978-3-662-64476-8
ISBN:	9783662644768$q(electronic bk.)

The modern lean enterprisefrom mass customisation to personalisation /
Tsigkas, Alexander C.

The modern lean enterprisefrom mass customisation to personalisation /[electronic resource] :by Alexander Tsigkas. - Second edition. - Berlin, Heidelberg :Springer Berlin Heidelberg :2022. - xviii, 285 p. :ill., digital ;24 cm. - Management for professionals,2192-810X. - Management for professionals..

1. The Modern Lean Enterprise -- Part I: Rising of the Digital Economy -- 2. The Displacement of the Economy -- 3. The Post Industrial Factory -- Part II: Lean in Theory -- 4. Principles of Lean Production -- 5. Lean Flow: A Method -- 6. Successful Implementation -- 7. Modern Lean Thinking -- Part III: Lean in Practice -- 8. Lean Factory -- 9. Lean for Industry 4.0.

The book addresses a modern reorientation of Lean, abandoning the classical waste dogma that brings direct efficiency gains and substituting by a way to achieving indirect efficiency in a continuous and sustainable manner. Waste is the output of a process that cannot be of further use, while value is a matter of valuation, a process whose output we conceive to be of further use. Value and waste are not antithetical, they are just not comparable issues. We achieve added value to the modern Lean Enterprise through synergies that bring sustainable economic benefits to the company. Such synergies use the complementarity theory developed by Milgrom and Roberts in 1990 on the principle that we can achieve maximal gains via the joint investment on complement activities and not investing. Complementarity is not something specific to Lean Enterprises; however, Lean Enterprises can benefit the most from such a concept. The reason is that Lean uses the principle of achieving more with less effort. Less effort does not mean the use of fewer resources, but the use of resources in a complementary way in order to achieve more, rather than using them. Complementarity is a feature by design. Complementarity by design will help modern Lean companies have an easier transition in the digital era and the new world of Industry 4.0. In this second edition, we have preserved the method of how to achieve Lean and have enhanced it to show how to move towards modern Lean within Industry 4.0 paradigm. However, if a company has not yet made the Lean step, there is no need to make that step first before yielding the benefits. Technology is the key. Modern Lean Enterprise strengthens out of the old paradigm into the new one of Industry 4.0. Because of evolution, such an enterprise achieves optimal technological complementarity necessary for synergies that sustain increasing profits.

ISBN: 9783662644768$q(electronic bk.)

Standard No.: 10.1007/978-3-662-64476-8doiSubjects--Topical Terms:

561504
Lean manufacturing.

LC Class. No.: TS155 / .T75 2022

Dewey Class. No.: 670.4

The modern lean enterprisefrom mass customisation to personalisation /
LDR:03355nmm a2200349 a 4500 001 618843
003 DE-He213
005 20220121005108.0
006 m d
007 cr nn 008maaau
008 221103s2022 gw s 0 eng d
020 $a 9783662644768$q(electronic bk.)
020 $a 9783662644751$q(paper)
024 7 $a 10.1007/978-3-662-64476-8 $2 doi
035 $a 978-3-662-64476-8
040 $a GP $c GP
041 0 $a eng
050 4 $a TS155 $b .T75 2022
072 7 $a KJMV $2 bicssc
072 7 $a BUS087000 $2 bisacsh
072 7 $a KJMV $2 thema
082 0 4 $a 670.4 $2 23
090 $a TS155 $b .T882 2022
100 1 $a Tsigkas, Alexander C. $3 918823
245 1 4 $a The modern lean enterprise $h [electronic resource] : $b from mass customisation to personalisation / $c by Alexander Tsigkas.
250 $a Second edition.
260 $a Berlin, Heidelberg : $b Springer Berlin Heidelberg : $b Imprint: Springer, $c 2022.
300 $a xviii, 285 p. : $b ill., digital ; $c 24 cm.
490 1 $a Management for professionals, $x 2192-810X
505 0 $a 1. The Modern Lean Enterprise -- Part I: Rising of the Digital Economy -- 2. The Displacement of the Economy -- 3. The Post Industrial Factory -- Part II: Lean in Theory -- 4. Principles of Lean Production -- 5. Lean Flow: A Method -- 6. Successful Implementation -- 7. Modern Lean Thinking -- Part III: Lean in Practice -- 8. Lean Factory -- 9. Lean for Industry 4.0.
520 $a The book addresses a modern reorientation of Lean, abandoning the classical waste dogma that brings direct efficiency gains and substituting by a way to achieving indirect efficiency in a continuous and sustainable manner. Waste is the output of a process that cannot be of further use, while value is a matter of valuation, a process whose output we conceive to be of further use. Value and waste are not antithetical, they are just not comparable issues. We achieve added value to the modern Lean Enterprise through synergies that bring sustainable economic benefits to the company. Such synergies use the complementarity theory developed by Milgrom and Roberts in 1990 on the principle that we can achieve maximal gains via the joint investment on complement activities and not investing. Complementarity is not something specific to Lean Enterprises; however, Lean Enterprises can benefit the most from such a concept. The reason is that Lean uses the principle of achieving more with less effort. Less effort does not mean the use of fewer resources, but the use of resources in a complementary way in order to achieve more, rather than using them. Complementarity is a feature by design. Complementarity by design will help modern Lean companies have an easier transition in the digital era and the new world of Industry 4.0. In this second edition, we have preserved the method of how to achieve Lean and have enhanced it to show how to move towards modern Lean within Industry 4.0 paradigm. However, if a company has not yet made the Lean step, there is no need to make that step first before yielding the benefits. Technology is the key. Modern Lean Enterprise strengthens out of the old paradigm into the new one of Industry 4.0. Because of evolution, such an enterprise achieves optimal technological complementarity necessary for synergies that sustain increasing profits.
650 0 $a Lean manufacturing. $3 561504
650 1 4 $a Operations Management. $3 731073
650 2 4 $a Management. $3 180005
650 2 4 $a Innovation and Technology Management. $3 913107
710 2 $a SpringerLink (Online service) $3 273601
773 0 $t Springer Nature eBook
830 0 $a Management for professionals. $3 557942
856 4 0 $u https://doi.org/10.1007/978-3-662-64476-8
950 $a Business and Management (SpringerNature-41169)