Using the example of Pfizer's, Terence Barnhart demonstrates that lean implementation isn't strictly for manufacturing, that it can just as effectively be implemented in an R&D organization, providing that you understand the differences that the different culture requires. Barnhart, who is a director for Pfizer's, demonstrates why the lean approach is appropriate for R & D. He explains why he believes that success is contingent on merging lean principles with the cultural virtues inherent in R & D, and shows how R&D organizations should employ a middle-out systemic approach that immediately engages all the stakeholders involved.…mehr
Using the example of Pfizer's, Terence Barnhart demonstrates that lean implementation isn't strictly for manufacturing, that it can just as effectively be implemented in an R&D organization, providing that you understand the differences that the different culture requires. Barnhart, who is a director for Pfizer's, demonstrates why the lean approach is appropriate for R & D. He explains why he believes that success is contingent on merging lean principles with the cultural virtues inherent in R & D, and shows how R&D organizations should employ a middle-out systemic approach that immediately engages all the stakeholders involved.
Dr. Terence Barnhart has worked as an academic and industrial research scientist, a strategy consultant, a plant engineer, and a project manager for some of the largest and best-known companies in the world, including Pfizer, McKinsey and Company, and General Electric. His professional passion is researching, developing, and implementing strategies to help people create environments in which they and others can flourish. Dr. Barnhart holds a PhD in inorganic chemistry from the University of Wisconsin and a bachelor of science degree and post-doctoral fellowship in chemistry from the University of Michigan.
Inhaltsangabe
Seeing and Removing Barriers in the R&D Environment. Lean in Research and Development. The Individual in the Lean R&D Community. Lean Exercises for the R&D Professional. The A3 in Developing R&D Thinking. The Lean R&D Manager. Removing Barriers within the R&D Community. Critical Question Mapping. Value Stream Mapping in the R&D Space. Implementation Strategy. The Formation of Lean R&D Communities: A Case Example. Reflections.
Seeing and Removing Barriers in the R&D Environment. Lean in Research and Development. The Individual in the Lean R&D Community. Lean Exercises for the R&D Professional. The A3 in Developing R&D Thinking. The Lean R&D Manager. Removing Barriers within the R&D Community. Critical Question Mapping. Value Stream Mapping in the R&D Space. Implementation Strategy. The Formation of Lean R&D Communities: A Case Example. Reflections.
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