Operational Excellence

Part D
Strategy Deployment and
Governance

© Alex Boussetta

Prereads

• Ensuring Operational Excellence Article

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 What we will cover
Lean Supply Continuous Strategy
Operational
Chain and Improvement Deployment and
Excellence
Processes Ideologies Governance

Operational
Process and Lean principles
Process mapping strategy
operational and maturity
and analysis deployment and
excellence levels
metrics

Operational
Flow and Value stream Balanced
process
operational mapping and Scorecard and
improvement
metrics analysis leading metrics
methodologies

Dealing with Lean

Cash conversion
uncertainty, Being Management
cycle
Agile system

Working capital,
Agile Practices
inventory, Kanban

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Strategy Deployment and Governance

Operational strategy deployment and metrics

Balanced Scorecard and leading metrics

Lean Management system

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 Strategy Deployment – Hoshin Kanri

• Developing detailed action plans, defining

resource requirements and performance
measures, and aligning work unit, supplier, or
partner plans with overall strategic objectives.

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Policy Deployment (Hoshin Kanri)

Well-understood and often utilized Alberta Health Services

AT&T
• By Edwards Deming Prize candidates Bank of America
in Japan Danaher
Exxon
• By Malcolm Baldrige Award Florida Power and Light
candidates in the United States and General Electric
• By other for-profit and not-for-profit Hewlett-Packard
Land Rover
organizations seeking to maximize Lucent Technologies
organizational assessment, planning, Nissan
improvement, and effectiveness Toyota
….

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 Hoshin Kanri
ANA

GOAL
Safety Delivery Cost

Employee
Quality Involvement

OBJECTIVES

orm Team orm Team rmT

Heijunka Prevent Problem Early Launch Engage Mgmt.

Recurrence Involvement At Worksite

MANAGEMENT CREATES STRATEGIES

⚫◼
 ⚫◼
 ⚫◼

◼
⧫ ◼
⧫ ◼
⧫

SUPERVISORS CREATE ACTION PLANS

Employee
Safety Quality Delivery Involvement Cost

ASSOCIATES CREATE RESULTS

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Policy Deployment (Hoshin Kanri or X- Matrix)

what is different

• Deployment through annual objectives and action

plans for every leader in the organization
• Creating a situation where everyone understands
– How they are involved
– How they contribute to the business
– How they can measure that contribution

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 Hoshin Kanri Deployment
Level 1: Linking Corporate objectives to Function / BU

Level 2: Linking Function / BU Objectives to its Leadership Team

Level 3: Linking the Leadership Team to their Directors, Managers

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Level 1 – Corporate
Grow Trident Sales to $25 million in 24 months
⚫ ⚫ SPONSOR: John Smith ⚫ m

Reinvigorate Spear brand with new products and get 20% sales
⚫ ⚫ growth in 24 months ⚫
SPONSOR: Sam Gupta
Bring Edge line to break even in the next 6 months, and with 10%
m m growth within 12 months ⚫
SPONSOR: Mary Nelson

Improve on-time delivery by 50% in the next 12 months

m m SPONSOR: Tilguan Chan m ⚫

⚫
50% reduction in accidents in all facilities in the next 12 months
SPONSOR: Dan Johnston ⚫ What are the
strategies that
Reduce lead time by 60% in the Nebraska, Utah, Colorado
Develop Trident Sales Strategy aiming at 25M $ increase

Develop and launch 4 new products in the Spear Brand

Expand Market Shares from 25% to 40% in the next 3

Relaunch a safety improvement program with a daily

Reduce Trident Cost of Sales by 20% in 12 months
Cut safety incidences by 50% in the next 12 months

The company
Reduce Edge Cost of Sales by 30% in 6 months

Initiatives
Achieve EBITDA of 15% in 24 months

is adopting
Value Streams in the next 6 months

STRATEGIC
BREAKTHROUGHS Program

(5 year plan)
SPONSOR: Claude Dumas
SPONSOR: Jack Douglas

SPONSOR: Nella Moore

SPONSOR: Nella Moore

SPONSOR : Allen Baker

SPONSOR: Neil Young
witin 24 months

Leaders and
in 24 months

Support
years

focus

Program Number 1 2 3 4
Operations ⚫ m ⚫ ⚫ m
Sales ⚫ m m m
Marketing m ⚫
Engineering m m m
Finance m m
HR m
Health/Safety/Environment ⚫
IT m m
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 Level 1 - Corporate
Grow Trident Sales to $25 million in 24 months
⚫ ⚫ SPONSOR: John Smith ⚫ m

Reinvigorate Spear brand with new products and get 20% sales
⚫ ⚫ growth in 24 months ⚫
SPONSOR: Sam Gupta
Bring Edge line to break even in the next 6 months, and with 10%
m m growth within 12 months ⚫
SPONSOR: Mary Nelson

Improve on-time delivery by 50% in the next 12 months

m m SPONSOR: Tilguan Chan m ⚫

⚫
50% reduction in accidents in all facilities in the next 12 months
SPONSOR: Dan Johnston ⚫ What are the
initiatives that the

Reduce lead time by 60% in the Nebraska, Utah, Colorado

Develop Trident Sales Strategy aiming at 25M $ increase

Develop and launch 4 new products in the Spear Brand

Expand Market Shares from 25% to 40% in the next 3

Relaunch a safety improvement program with a daily

that company will

Reduce Trident Cost of Sales by 20% in 12 months

Cut safety incidences by 50% in the next 12 months

Reduce Edge Cost of Sales by 30% in 6 months

Initiatives

push this year, or

Achieve EBITDA of 15% in 24 months

Value Streams in the next 6 months

STRATEGIC
BREAKTHROUGHS Program
the following years

SPONSOR: Claude Dumas

SPONSOR: Jack Douglas

SPONSOR: Nella Moore

SPONSOR: Nella Moore

SPONSOR : Allen Baker

• with a timeframe

SPONSOR: Neil Young

witin 24 months
Leaders and

•With a sponsor
in 24 months
Support
years

focus
Program Number 1 2 3 4
Operations ⚫ m ⚫ ⚫ m
Sales ⚫ m m m
Marketing m ⚫
Engineering m m m
Finance m m
HR m
Health/Safety/Environment ⚫
IT m m
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Level 1 - Corporate
Grow Trident Sales to $25 million in 24 months
⚫ ⚫ SPONSOR: John Smith ⚫ m

What are the

Reinvigorate Spear brand with new products and get 20% sales
⚫ ⚫ growth in 24 months ⚫
SPONSOR: Sam Gupta
Bring Edge line to break even in the next 6 months, and with 10%
m m ⚫
specific
growth within 12 months
SPONSOR: Mary Nelson

Improve on-time delivery by 50% in the next 12 months

m m m ⚫
programs that
SPONSOR: Tilguan Chan

50% reduction in accidents in all facilities in the next 12 months

will be launched
⚫ SPONSOR: Dan Johnston ⚫
Reduce lead time by 60% in the Nebraska, Utah, Colorado
Develop Trident Sales Strategy aiming at 25M $ increase

and tracked at a
Develop and launch 4 new products in the Spear Brand
Expand Market Shares from 25% to 40% in the next 3

Relaunch a safety improvement program with a daily

Reduce Trident Cost of Sales by 20% in 12 months
Cut safety incidences by 50% in the next 12 months

Reduce Edge Cost of Sales by 30% in 6 months

Initiatives

corporate level
Achieve EBITDA of 15% in 24 months

Value Streams in the next 6 months

STRATEGIC

•With a timeframe
BREAKTHROUGHS Program
SPONSOR: Claude Dumas
SPONSOR: Jack Douglas

SPONSOR: Nella Moore

SPONSOR: Nella Moore

SPONSOR : Allen Baker

•With a sponsor
SPONSOR: Neil Young
witin 24 months

Leaders and
in 24 months

Support

This includes key processes

years

focus

Program Number 1 2 3 4
that need to be defined or
Operations ⚫ m ⚫ ⚫ m improved
Sales ⚫ m m m
Marketing m ⚫
Engineering m m m
Finance m m
HR m
Health/Safety/Environment ⚫
IT m m
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 Level 1 - Corporate
Grow Trident Sales to $25 million in 24 months
⚫ ⚫ SPONSOR: John Smith ⚫ m

Reinvigorate Spear brand with new products and get 20% sales
⚫ ⚫ growth in 24 months ⚫
SPONSOR: Sam Gupta
Bring Edge line to break even in the next 6 months, and with 10%
m m growth within 12 months ⚫
SPONSOR: Mary Nelson

Improve on-time delivery by 50% in the next 12 months

m m SPONSOR: Tilguan Chan m ⚫

⚫
50% reduction in accidents in all facilities in the next 12 months
SPONSOR: Dan Johnston ⚫ Who are the
leading

Reduce lead time by 60% in the Nebraska, Utah, Colorado

Develop Trident Sales Strategy aiming at 25M $ increase

Develop and launch 4 new products in the Spear Brand

Expand Market Shares from 25% to 40% in the next 3

Relaunch a safety improvement program with a daily

functions and

Reduce Trident Cost of Sales by 20% in 12 months

Cut safety incidences by 50% in the next 12 months

Reduce Edge Cost of Sales by 30% in 6 months

Initiatives

supports
Achieve EBITDA of 15% in 24 months

Value Streams in the next 6 months

STRATEGIC
BREAKTHROUGHS Program

SPONSOR: Claude Dumas

SPONSOR: Jack Douglas

SPONSOR: Nella Moore

SPONSOR: Nella Moore

SPONSOR : Allen Baker

SPONSOR: Neil Young
witin 24 months
Leaders and

in 24 months
Support
years

focus
Program Number 1 2 3 4
Operations ⚫ m ⚫ ⚫ m
Sales ⚫ m m m
Marketing m ⚫
Engineering m m m
Finance m m
HR m
Health/Safety/Environment ⚫
IT m m
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Develop Trident Sales Strategy aiming at 25M $ increase in 24

⚫ m ⚫ m m
Level 2 - Function
months
SPONSOR: Jack Douglas

Reduce Trident Cost of Sales by 20% in 12 months

m SPONSOR: Nella Moore m ⚫ ⚫
Develop and launch 4 new products in the Spear Brand witin 24
⚫ months
SPONSOR: Neil Young

Reduce Edge Cost of Sales by 30% in 6 months

⚫ SPONSOR: Nella Moore

Reduce lead time by 60% in the Nebraska, Utah, Colorado Value

⚫ Streams in the next 6 months m

90o rotation
SPONSOR : Allen Baker

Relaunch a safety improvement program with a daily focus

⚫ SPONSOR: Claude Dumas
Reinvigorate Spear brand with new products and get 20%

Improve on-time delivery by 50% in the next 12 months

50% reduction in accidents in all facilities in the next 12

Bring Edge line to break even in the next 6 months, and

Logistics costs and process review, focusing on Trident

Within a function,
Program
Product and process reingineering for Trident, target
Grow Trident Sales to $25 million in 24 months

what are the

reduction of 30% cost and 60% lead time
Customer identification and sales plan
with 10% growth within 12 months

Initiatives Projects

projects specific
SPONSOR: Brenda Stewart
SPONSOR: Tilguan Chan

SPONSOR: Dan Johnston

sales growth in 24 months

SPONSOR: Mary Nelson

SPONSOR: John Smith

SPONSOR: Sam Gupta

SPONSOR: Max Loca

SPONSOR: Ted Bond

Leaders and
Support
programs that will
be launched and
months

Project Number 1
⚫
2
m
3 tracked
• with a timeframe
Operations - Nebraska Dir
Operations - Colorado Dir m m
Operations - Utah Dir m m
Operations - Florida Dir
Operations - Oregon Dir
• With a sponsor
Sales ⚫
Marketing m
Engineering ⚫
Finance m m
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 Level 3
⚫ m
Customer identification and sales plan
SPONSOR: Brenda Stewart
Local plans
Logistics costs and process review, focusing on Trident
m ⚫ SPONSOR: Max Loca ⚫ ⚫ ⚫ m

Product and process reingineering for Trident, target reduction of

m ⚫ m 30% cost and 60% lead time m ⚫ ⚫ ⚫
SPONSOR: Ted Bond

Reduce lead time by 60% in the Nebraska, Utah, Colorado

Develop Trident Sales Strategy aiming at 25M $ increase

Develop and launch 4 new products in the Spear Brand

Relaunch a safety improvement program with a daily

90o rotation
Projects
Reduce Trident Cost of Sales by 20% in 12 months

Reduce Edge Cost of Sales by 30% in 6 months

Review Make to Order vs Make to Stock rules

Trident Value Stream workshop and VSIP

Revoiew and negociate tranportation costs

Cost reduction kaizen for Trident product

Review inventory levels and pull vs push
Locally, within

Kaizen event on identified bottleneck

Value Streams in the next 6 months

Program Tasks

a function,
SPONSOR: Claude Dumas
SPONSOR: Jack Douglas

SPONSOR: Nella Moore

SPONSOR: Nella Moore

SPONSOR : Allen Baker

Lead: Mahmoud Farzan

SPONSOR: Neil Young

Lead: Jerry Dandridge

Lead: Jerry Dandridge

Lead: Elisabeth Tong

Lead: Dave Ranetta

Leaders and
what are the
witin 24 months

Dave Rametta
in 24 months

Support

tasks that
focus

Task Number 1 2 3 4 5 6
need to be
Operations Dir m
m
⚫ ⚫ accomplished
• With a
Trident Prod Supervisor
Planning Manager m ⚫ m m
m m m m
timeframe
Methods Manager
Maintenance Manager m m
Warehouse and Logistics Supervisor
Sales
⚫ ⚫ m m
• With a
Marketing sponsor
Engineering ⚫
Finance
HR
Health/Safety/Environment m m m
IT
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Exercise

• What are the advantages and disadvantages

vs a tradition strategic plan and action
planning prepared by Senior Management
• What are ways that the disadvantages can be
mitigated?

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 Strategy Deployment and Governance

Operational strategy deployment and metrics

Balanced Scorecard and leading metrics

Lean Management system

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KPI flow down

Y = f (x1, x2,…xn )

Business Measures Improvements

Key Performance Indicators (KPIs) Actions
Lag indicators Lead indicators

Level 2 Level 3 Activities Processes

Level 1

Level 2 Level 3 Activities Processes

What are the lead and lag indicators in the game?

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 The Balanced Scorecard
Guiding
Mission Vision
Principles

Strategies
(Breakthroughs)

Hoshin Kanri – Balanced

Breakthroughs Scorecard

Balanced
Hoshin Kanri
Scorecard
Next level
Next level

… …

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The Balanced Scorecard

Categories and Examples

FINANCIAL / REGULATORY
To satisfy our constituents, what financial & regulatory objectives must we accomplish?
• Cost / Unit, Cost per service
• Funded / Unfunded Requirements or Projects
• Budget Projections vs Targets

CUSTOMER
To achieve our vision, what customer needs must we serve?
• Customer Satisfaction
• Net Promoter Score
• Satisfaction Gap Analysis (Satisfaction vs. Level of Importance)
• Satisfaction Distribution (% of each area scored)

INTERNAL
To satisfy our customers and stakeholders, in which business processes must we excel?
• Cycle Time, Completion Rate
• Workload
• Transactions per employee
• Errors or Rework

LEARNING & GROWTH

To achieve our goals, how must we learn, communicate and grow?
• Employee Satisfaction
• Retention and Turnover
• Training Hours and Resources
• Enabling technology Investment

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 Example

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Example

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 Strategy Deployment and Governance

Operational strategy deployment and metrics

Balanced Scorecard and leading metrics

Lean Management system

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Lean Leaders Are Developed, Not Born

Execution, Actions

Values, behavior

Culture

Tell me and I forget. Teach me and I remember. Involve me and I learn.

Benjamin Franklin
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 What is a Lean Management System

As managers, where Should You Spend Your Time?

Top Mgt Breakthrough

Objectives
Middle Planning
Mgt Improvement
(Kaizen)

Supervisor Daily Management

• Decision making (stroke of the pen)
• Control
Everyone • Problems and Problem solving
• Emergencies, whirlwind
0% 100%

PERCENT OF TIME INVOLVEMENT

Itoh Model : Juran trilogy and daily management

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What is a Lean Management?

• A system that :
– Defines the goals and objectives
– Aligns actions toward objectives
– Manages capacity to engage in improvements
– Standardize managers work for greater efficiency
in problem solving and more Gemba
– Values employees input and allows staff
participation and support communication

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 Lean Daily Management System Elements

Leader Visual Controls

Standard Work
Discipline
Ensure that leaders that own the & provide an immediate understanding
of a situation or condition
process focus on the critical
elements within the material and
Teaching
information flow of their value
streams. The critical elements are
identified through Control and Gemba Walk Kata
Assurance.

Daily
Accountability
Process
Ensure that leaders that own the process
communicate and share issues and drive
problem solving within their value streams
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Lean Daily Management System Elements

Leader Visual Controls

Standard Work
Discipline
Ensure that leaders that own the & provide an immediate understanding
of a situation or condition
process focus on the critical
elements within the material and
Teaching
information flow of their value
streams. The critical elements are
identified through Control and Gemba Walk Kata
Assurance.

Daily
Accountability
Process
Ensure that leaders that own the process
communicate and share issues and drive
problem solving within their value streams
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 Examples of Key Leader Activities

Role Key Activity example

Project Manager Cost tracking
Schedule Tracking
On time tasks completion
IT Manager Production and sales systems uptime
Critical open requests escalation
Projects completion review
Sales Manager Sales forecast
Bookings review
Customers credit and Account receivable
Production Daily schedule
Manager On time delivery
Unresolved quality and production issues review

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Lean Daily Management System Elements

Leader Visual Controls

Standard Work
Discipline
Ensure that leaders that own the & provide an immediate understanding
of a situation or condition
process focus on the critical
elements within the material and
Teaching
information flow of their value
streams. The critical elements are
identified through Control and Gemba Walk Kata
Assurance.

Daily
Accountability
Process
Ensure that leaders that own the process
communicate and share issues and drive
problem solving within their value streams
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 Tasks visual board

Sam

Ash

Joe

Andrea

Kamishibai

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Tasks visual board

Smartsheets
JIRA

Trello

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 Accountability board - example

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Lean Daily Management System Elements

Leader Visual Controls

Standard Work
Discipline
Ensure that leaders that own the & provide an immediate understanding
of a situation or condition
process focus on the critical
elements within the material and
Teaching
information flow of their value
streams. The critical elements are
identified through Control and Gemba Walk Kata
Assurance.

Daily
Accountability
Process
Ensure that leaders that own the process
communicate and share issues and drive problem
solving within their value streams
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 Daily Accountability Process Example

Tier III meeting – WIP IN/OUT Quality Health & Safety

Site OT
When: 9:30 AM CSAT TRT
Weekly
60 minutes

Action plan: projects

and systemic issues

Tier II meeting – TRT Forecast OT

Manager’s meeting WIP Errors
When: 8:30 AM
every day
15 minutes Absence Health & Safety
Action plan: projects
and systemic issues

Wip TRT Errors

Tier I meeting –
Dept Shortages Hours Absence
When: Shift start,
daily or weekly
5 minutes Action plan: daily and
COPQ Health & Safety
systemic issues

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Tier I, II, III meetings concept

• Frequent, regular, short communications at several

levels of responsibility
• Visual Management is key
• Accountability driven day by day
– Tier I – Employees and team leader/supervisor
– Tier II - team leader/supervisor and Manager/Director
– Tier III - Manager/Director and VP/G.M.

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 Daily Accountability
Sector meeting Participants
Visuals
When: 6:50 every day Fitters
Production Plan
10 minutes Inspectors
Tasks assignments Lead: Fitters, inspectors By sector
Dept meetings Action board Topics: Assignations, issues
When: 8:30 every day KPIs
10 minutes
Lead: Dept Manager
Topics: Feedback and Visuals Production meeting Participants
priorities Streamer status When: 7:00 every day Production reps
Production Plans 10 minutes Tech. Rep
Action board Lead: Operations Manager Inspection rep
Topics: Feedback and priorities

Participants Participants
Red Team Tech. Rep
Visuals Matrix meeting Scheduler Visuals
11 AM, 2 times per week
MRP C Inspection rep
Parts status per module When: 9:30 AM every day 30 minutes
Service Eng. Quality Engineer
Streamer status 30 minutes Action board Lead: Operations Manager
Lead: Program Manager Tech Rep. KPIs Certification Rep.
Scheduling Topics: quality, methods, Tooling Engineer
Tasks assignments Topics: Streamer and parts Kitting Superv. Projects KPIs engineering, tools, repairs
related issues Controller Repair Engineer
Action board issues, 5S, HS&E Program Manager
KPIs Subcon rep
Ops Manager Production reps
Repair Tech

Steering Participants
Visuals Operations Manager
Program Manager
Action board When: 3 PM once per week Operations Director
4 quadrants 60 minutes
Quality Manager
KPIs Lead: Matrix Director
Engineering Director
Topics: Issues open for more than 1 week, or needing
Director attention and decisions

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KPI board example (Tier I)

Quality
Cell name Defects data collection sheet

Planned vs actual Date:

Line:

Planned sequence Actual performance Product Lot size Category Defect description Nb of defects
Duration planned Actual Diff.
Product Quantity Time Comments (problems, solutions)
(min) (units) (units) (units)
-Issue with spacer installation jig- AK
Vulcain 500-787 150 260 7h00 - 9h00 69 -part inserted in the wrong spot - lined stopped for 10
minutes - FS
9h15-11h35 81

Verint XXX 60 150 11h35-14h00 46

Verint XXX 20 40 15h30 10

< Total

Actions and suggestions Tier I meeting agenda

(transfered daily to the Results Board)
Tier I meeting Agenda

Action who when

Frequency Daily

When At the start of every shift (or during shift to give a feedback)

Duration 5 - 10 minutes, one line at a time

Where On the floor ( GEMBA )

LEADER Team leader

Who supports: production supervisor

For whom
Production crew

}
and maintgenance
quality if required
Planning, purchasing
management

KPI's
See KPI board

AGENDA : Revise daily assignations

Current shift production objectives
Actions to take to prevent deltas
Brief info, anouncements, as needed
Questions, comments, suggestions from employees

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 KPI board example (Tier II)

Planned vs actual Area (group of cells, or value stream)

Productivity Line NC

Actions
Month of ________

120

110 110

Action who when Status

100

89 89 89 89

80 79 79
75 76 76 75 75 76 76 75
% actual / planned

67 67 66 67 67 66
60
56 56
49 49
45 45 45 45
40

20

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Quality
Day

Tier II meeting agenda

Tier II meeting Agenda

Frequency Daily

When 30 minutes after shift start

Duration 30 minutes

LEADER Production Director

For whom Supervisors

Production
Quality
maintenance
Material management
Planning
HR
Opex member if needed

KPI's see Results board

AGENDA Identify and establish responsibles to address issues that will have a short term impact on:
Quality Delivery Cost
Other meeting could be scheduled on these items
Review the last 24 hour performance, analyze the KPI's and graphical tendencies
Review actions
Eliminate closed actions, Determine dates for pending actions and discuss why we are late
Identify new actions with dates and responsibles
Brief info, announcements, improvement activities, as needed

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Questions, comments, suggestions from participants

39

Exercise - Hansei

• Which practices would you like to adopt, that

would benefit yourselves as leaders as well as
your teams?
• Which situations would deserve a focus such as
the LMS?

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 Operational Excellence
Lean Supply Continuous Strategy
Operational
Chain and Improvement Deployment and
Excellence
Processes Ideologies Governance

Operational
Process and Lean principles
Process mapping strategy
operational and maturity
and analysis deployment and
excellence levels
metrics

Operational
Flow and Value stream Balanced
process
operational mapping and Scorecard and
improvement
metrics analysis leading metrics
methodologies

Dealing with Lean

Cash conversion
uncertainty, Being Management
cycle
Agile system

Working capital,
Agile Practices
inventory, Kanban

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In Summary – Lean and Agile Enterprise

Problem solving,
Continuous Improvement

People and partners

Process
Agility, Efficiency, Effectiveness

Strategy,
Long term thinking

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 Further Reading
• Olsen D.(2015). The Lean Product Playbook, Wiley.
• Gothelf, J., Seiden, J. (2016). Lean UX, O’Reilly.
• Rubin, K.S., (2013), Essential Scrum, Addison Wesley.
• Anupindi, R. (2012). Managing business process flows: Principles of operations management. Boston:
Prentice Hall.
• Heizer, J., Render, B., & Griffin, P. (2016). Operations management: Sustainability and supply chain
management. Pearson.
• Rother, M., Shook, J., & Lean Enterprise Institute. (2009). Learning to see: Value stream mapping to
create value and eliminate muda. Cambridge, MA: Lean Enterprise Institute.
• Trent, R. J., & Roberts, L. R. (2010). Managing global supply and risk: Best practices, concepts, and
strategies. Fort Lauderdale, FL: J. Ross Pub.
• Harrison, A. (2014). Logistics Management and strategy, Competing through the supply chain.
Pearson.
• Mann, D. (2015). Creating a Lean Culture, CRC Press
• McChesney, R. (2021). The 4 Disciplines of Execution, Simon & Schuster.
• Clearfield C. & Tilcsik, A. (2018). Meltdown: Why Our Systems Fail and What We Can Do About It,
Allen Lane
• Kaplan R. & Norton D. (1996) The Balanced Scorecard: Translating Strategy into Action Hardcover
• https://www.agilealliance.org
• https://www.isixsigma.com
• http://www.lean.org

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