Agile and Lean Office (Key to Increasing Profit and Employee/Customer Satisfaction)

Business & Finance, Management & Leadership, Production & Operations Management, Leadership
Cover of the book Agile and Lean Office (Key to Increasing Profit and Employee/Customer Satisfaction) by Ade Asefeso MCIPS MBA, AA Global Sourcing Ltd
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Author: Ade Asefeso MCIPS MBA ISBN: 9781291031690
Publisher: AA Global Sourcing Ltd Publication: April 17, 2013
Imprint: http://www.lulu.com/shop/ade-asefeso-mcips-mba/agile-and-lean-office-key-to-increasing-profit-and-employeecustomer-satisfaction/paperback/product-20333020.html Language: English
Author: Ade Asefeso MCIPS MBA
ISBN: 9781291031690
Publisher: AA Global Sourcing Ltd
Publication: April 17, 2013
Imprint: http://www.lulu.com/shop/ade-asefeso-mcips-mba/agile-and-lean-office-key-to-increasing-profit-and-employeecustomer-satisfaction/paperback/product-20333020.html
Language: English

Agile and lean office are so deeply interwoven that if you are doing agile you are doing lean, and vice-versa. Those considering process change will likely find the description of the interrelatedness interesting and enlightening.

The question should I use Lean office instead of Agile office is based on a false premise because office environments are complex systems. There can be thousands of integration points as information flows along a value stream. As a result it is almost impossible to understand in detail how a change to one part of a value stream will impact the rest of the system-wide value streams of the organization.

The Agile and Lean office approach use a program of continuous performance improvement. This approach does not try to accomplish too much at once and risk complete failure, but to make an incremental change to a value stream, wait for the system to settle down, fully understand the system-wide impact of the changes, and then decide what new change to make.

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Agile and lean office are so deeply interwoven that if you are doing agile you are doing lean, and vice-versa. Those considering process change will likely find the description of the interrelatedness interesting and enlightening.

The question should I use Lean office instead of Agile office is based on a false premise because office environments are complex systems. There can be thousands of integration points as information flows along a value stream. As a result it is almost impossible to understand in detail how a change to one part of a value stream will impact the rest of the system-wide value streams of the organization.

The Agile and Lean office approach use a program of continuous performance improvement. This approach does not try to accomplish too much at once and risk complete failure, but to make an incremental change to a value stream, wait for the system to settle down, fully understand the system-wide impact of the changes, and then decide what new change to make.

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