Abstract
In the Continuous Improvement arena for manufacturing companies a new challenge is becoming more and more important to gain sustainable advantages: achieve world class operational level in activities that occur in the offices rather than only in the factories. In fact, why are strategists, methodologists, and the best thinkers and initiators of continuous improvement initiatives—after several generations of programs that ushered in a bona fide second industrial revolution—now concentrating on so-called “knowledge-based” processes?
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Notes
- 1.
Performed at process level.
- 2.
Muda is a Japanese word meaning waste and is a key concept in the Toyota Production System (TPS) as one of the three types of deviation from optimal allocation of resources (muda, mura, muri).
- 3.
Performed at office/area level.
- 4.
Kaikaku is a Japanese word that means: Radical change, Transformation, … Revolution.
- 5.
In a short period of time the organization of the activities and a reliable agenda are the key of the success.
- 6.
‘Do It quickly’ is a possible translation.
- 7.
The ASL is a workspace where large groups come together for multi-day events to accelerate decision making, resolve complex business issues and create innovative solutions. The ASL accelerates the way organizations make decisions and solve complex problems through collaborative, innovative approaches, providing a critical differentiator for the firm through our ability to accelerate engagements.
- 8.
The romanised term Gemba comes from the Japanese Genba, the real place, the place where things happen, in manufacturing it is the factory floor, in the knowledge based processes is often an office.
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© 2016 Springer International Publishing Switzerland
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Lecis, F. (2016). WCOM™ Business Process Excellence. In: Baroncelli, C., Ballerio, N. (eds) WCOM (World Class Operations Management) . Springer, Cham. https://doi.org/10.1007/978-3-319-30105-1_13
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DOI: https://doi.org/10.1007/978-3-319-30105-1_13
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