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This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

This book explores how Lean – a global management doctrine – operates and is adopted in the real, corporeal, collective, and affective environments of health and social care services. During Lean implementation processes, knowledges, affects, skills, and materialities come together in manifold, complex ways. Based on ethnographic fieldwork, interviews, and observation, and with empirical and theoretical rigour, the book provides an answer to the question of what happens to care work when processes become ‘Leaned’. As in many other fields, the predominantly female health and social care sectors suffer from devaluation in terms of wages and working conditions. The book explores how Lean management is ultimately lived in this gendered context of work and labour. Moreover, the book situates Lean and related management doctrines in the current mutation of capitalism – that is, biocapitalism – in which bios, life itself, becomes the core of value production. The book adds to the corpus of work, organisation, and management studies on Lean that have rarely focused on gender, affect, or sociomateriality. It provides scholars in Social Science, Management, and Gender Studies with a fresh outlook and a cross-disciplinary take on Lean management.

Government Publishing Office U.S. Congress Senate Congressional Committee TRIBUTES TO HON. EVAN BAYH Evan Bayh U.S. SENATOR FROM INDIANA TRIBUTES IN THE CONGRESS OF THE UNITED STATES [GRAPHIC] [TIFF OMITTED] TONGRESS.#15 ? [GRAPHIC] [TIFF OMITTED] T4800.001 Evan Bayh ? Tributes Delivered in Congress Evan Bayh United States Senator 1999-2011 a ? Compiled under the direction of the Joint Committee on Printing CONTENTS Biography............................................. v Farewell to the Senate................................ vii Proceedings in the Senate: Tributes by Senators: Akaka, Daniel K., of Hawaii.................... 12 Alexander, Lamar, of Tennessee................. 3 Conrad, Kent, of North Dakota.................. 7 Dodd, Christopher J., of Connecticut........... 11 Durbin, Richard, of Illinois................... 11 Enzi, Michael B., of Wyoming................... 9 Harkin, Tom, of Iowa........................... 14 Hatch, Orrin G., of Utah....................... 13 Landrieu, Mary L., of Louisiana................ 7 Levin, Carl, of Michigan....................... 8 Murkowski, Lisa, of Alaska..................... 18 Reed, Jack, of Rhode Island.................... 5 Reid, Harry, of Nevada......................... 5, 6 Snowe, Olympia J., of Maine.................... 16 Warner, Mark R., of Virginia................... 5 BIOGRAPHY U.S. Senator Evan Bayh is focused on providing hard- working Hoosier families with the tools and opportunities they need to succeed today. From his work to help stimulate the economy by creating jobs and growing small businesses to his fight to keep a college education within the reach of all Hoosiers, Senator Bayh continues to break through the partisan gridlock of Washington to help more Hoosiers make a better life for themselves and their children. His commitment to making real progress instead of participating in political showdowns has set Senator Bayh apart as a leader on a wide range of important issues facing the Nation. Elected to his second term in November 2004, Senator Bayh has proven he is ''more concerned with reflecting what he believes is right for Indiana citizens than with playing to the Beltway crowd,'' says the Indianapolis Star. His signature legislative efforts are aimed at strengthening our national security, creating more jobs through the growth of small businesses, protecting American workers from unfair trade practices, encouraging responsible fatherhood, and providing tax-relief for families struggling with the rising costs of college, retirement, and the long-term care of a loved one. Senator Bayh has taken the lead in providing our troops with the armored vehicles they need and has visited Iraq and Afghanistan several times for a firsthand look at the progress on the ground. He has also led the fight to cut through the mire of bureaucracy to ensure our Nation's wounded soldiers receive the high quality care they need and deserve. Evan Bayh served on six Senate Committees: Banking, Housing, and Urban Affairs, for which he was the chairman of the Subcommittee on International Trade and Finance; Armed Services, for which he was the chairman on Readiness and Management Support; Energy and Natural Resources; the Select Committee on Intelligence; Small Business and Entrepreneurship; and the Special Committee on Aging. While some have been content to let partisanship continue to threaten progress on the Nation's most pressing issues, Evan Bayh has continued to look for ways to build consensus and do what's right for Americans. In January 2005, he spearheaded the creation of the Third Way, an organization focused on commonsense legislative solutions on issues that would otherwise remain bogged down in political turf wars. Senator Bayh also served for more than 4 years as chairman of the Democratic Leadership Council, which offers support to elected officials and community leaders who take a progressive approach to the issues facing the country. Before his election to the Senate, Evan Bayh was elected in 1988 to the first of two terms as Governor of Indiana, where he established the State as one of the strongest, most financially secure economies in the Nation. ''Mr. Bayh's record,'' reported the Wall Street Journal in 1992, ''is one of a genuinely fiscally conservative Democrat.'' Stressing fiscal responsibility, lower taxes, job creation, and lean government, Bayh's list of achievements include 8 years without raising taxes; the greatest single tax cut and largest budget surplus in State history; national leadership in moving people from welfare to work; more dollars for schools every year; high academic standards and new college opportunities for all, including low-income students; more than 350,000 new jobs; tougher laws on crime; and improved environmental quality. Evan Bayh was born in Shirkieville, IN. He graduated with honors in business economics from Indiana University in 1978, and received his law degree from the University of Virginia in 1981. After clerking for a Federal court judge and entering private law practice in Indianapolis, he was elected Indiana's secretary of state in 1986, the first of his five statewide victories. Senator Bayh counts as his most important role and greatest responsibility a position he assumed in November 1995: proud father of twin sons Beau and Nick Date(s) Held: 2010-12-15, 2010-11-30, 2010-12-08, 2010-12-10, 2010-12-14, 2010-12-15, 2010-12-16, 2010-12-20, 2010-12-22 111th Congress, 2nd Session GPO Document Source: CHRG-111shrg64800 Related Items:

Government Publishing Office U.S. Congress Senate Congressional Committee TRIBUTES TO HON. EVAN BAYH Evan Bayh U.S. SENATOR FROM INDIANA TRIBUTES IN THE CONGRESS OF THE UNITED STATES [GRAPHIC] [TIFF OMITTED] TONGRESS.#15 ? [GRAPHIC] [TIFF OMITTED] T4800.001 Evan Bayh ? Tributes Delivered in Congress Evan Bayh United States Senator 1999-2011 a ? Compiled under the direction of the Joint Committee on Printing CONTENTS Biography............................................. v Farewell to the Senate................................ vii Proceedings in the Senate: Tributes by Senators: Akaka, Daniel K., of Hawaii.................... 12 Alexander, Lamar, of Tennessee................. 3 Conrad, Kent, of North Dakota.................. 7 Dodd, Christopher J., of Connecticut........... 11 Durbin, Richard, of Illinois................... 11 Enzi, Michael B., of Wyoming................... 9 Harkin, Tom, of Iowa........................... 14 Hatch, Orrin G., of Utah....................... 13 Landrieu, Mary L., of Louisiana................ 7 Levin, Carl, of Michigan....................... 8 Murkowski, Lisa, of Alaska..................... 18 Reed, Jack, of Rhode Island.................... 5 Reid, Harry, of Nevada......................... 5, 6 Snowe, Olympia J., of Maine.................... 16 Warner, Mark R., of Virginia................... 5 BIOGRAPHY U.S. Senator Evan Bayh is focused on providing hard- working Hoosier families with the tools and opportunities they need to succeed today. From his work to help stimulate the economy by creating jobs and growing small businesses to his fight to keep a college education within the reach of all Hoosiers, Senator Bayh continues to break through the partisan gridlock of Washington to help more Hoosiers make a better life for themselves and their children. His commitment to making real progress instead of participating in political showdowns has set Senator Bayh apart as a leader on a wide range of important issues facing the Nation. Elected to his second term in November 2004, Senator Bayh has proven he is ''more concerned with reflecting what he believes is right for Indiana citizens than with playing to the Beltway crowd,'' says the Indianapolis Star. His signature legislative efforts are aimed at strengthening our national security, creating more jobs through the growth of small businesses, protecting American workers from unfair trade practices, encouraging responsible fatherhood, and providing tax-relief for families struggling with the rising costs of college, retirement, and the long-term care of a loved one. Senator Bayh has taken the lead in providing our troops with the armored vehicles they need and has visited Iraq and Afghanistan several times for a firsthand look at the progress on the ground. He has also led the fight to cut through the mire of bureaucracy to ensure our Nation's wounded soldiers receive the high quality care they need and deserve. Evan Bayh served on six Senate Committees: Banking, Housing, and Urban Affairs, for which he was the chairman of the Subcommittee on International Trade and Finance; Armed Services, for which he was the chairman on Readiness and Management Support; Energy and Natural Resources; the Select Committee on Intelligence; Small Business and Entrepreneurship; and the Special Committee on Aging. While some have been content to let partisanship continue to threaten progress on the Nation's most pressing issues, Evan Bayh has continued to look for ways to build consensus and do what's right for Americans. In January 2005, he spearheaded the creation of the Third Way, an organization focused on commonsense legislative solutions on issues that would otherwise remain bogged down in political turf wars. Senator Bayh also served for more than 4 years as chairman of the Democratic Leadership Council, which offers support to elected officials and community leaders who take a progressive approach to the issues facing the country. Before his election to the Senate, Evan Bayh was elected in 1988 to the first of two terms as Governor of Indiana, where he established the State as one of the strongest, most financially secure economies in the Nation. ''Mr. Bayh's record,'' reported the Wall Street Journal in 1992, ''is one of a genuinely fiscally conservative Democrat.'' Stressing fiscal responsibility, lower taxes, job creation, and lean government, Bayh's list of achievements include 8 years without raising taxes; the greatest single tax cut and largest budget surplus in State history; national leadership in moving people from welfare to work; more dollars for schools every year; high academic standards and new college opportunities for all, including low-income students; more than 350,000 new jobs; tougher laws on crime; and improved environmental quality. Evan Bayh was born in Shirkieville, IN. He graduated with honors in business economics from Indiana University in 1978, and received his law degree from the University of Virginia in 1981. After clerking for a Federal court judge and entering private law practice in Indianapolis, he was elected Indiana's secretary of state in 1986, the first of his five statewide victories. Senator Bayh counts as his most important role and greatest responsibility a position he assumed in November 1995: proud father of twin sons Beau and Nick Date(s) Held: 2010-12-15, 2010-11-30, 2010-12-08, 2010-12-10, 2010-12-14, 2010-12-15, 2010-12-16, 2010-12-20, 2010-12-22 111th Congress, 2nd Session GPO Document Source: CHRG-111shrg64800 Related Items:

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Perma.cc archive of http://www.mckinsey.com/business-functions/operations/our-insights/the-work-of-leaders-in-a-lean-management-enterprise created on 2022-02-23 05:55:31.461328+00:00.

Lean workstation and cells are flexible, efficient and also designed by high technology Lean Management System is different management system customized

Lean workstation and cells are flexible, efficient and also designed by high technology Lean Management System is different management system customized

Includes bibliographical references (pages 267-276) and index

Includes bibliographical references (pages 267-276) and index

The Lean Startup Erick Ries Bangla Verson       ntroduction top me if you've heard this one before. Brilliant college kids sitting in a dorm are inventing the future. Heedless of boundaries, possessed of new technology and youthful enthusiasm, they build a new company from scratch. Their early success allows them to raise money and bring an amazing new product to market. They hire their friends, assemble a superstar team, and dare the world to stop them.   Ten years and several startups ago, that was me, building my first company. I particularly remember a moment from back then: the moment I realized my company was going to fail. My cofounder and I were at our wits' end. The dot-com bubble had burst, and we had spent all our money. We tried desperately to raise more capital, and we could not. It was like a breakup scene from a Hollywood movie: it was raining, and we were arguing in the street. We couldn't even agree on where to walk next, and so we parted in anger, heading in opposite directions. As a metaphor for our company's failure, this image of the two of us, lost in the rain and drifting apart, is perfect.   It remains a painful memory. The company limped along for months afterward, but our situation was hopeless. At the time, it had seemed we were doing everything right: we had a great product, a brilliant team, amazing technology, and the right idea at the right time. And we really were on to something. We were building a way for college kids to create online profiles for the purpose of sharing ... with employers. Oops. But despite a promising idea, we were nonetheless doomed from day one, because we did not know the process we would need to use to turn our product insights into a great company.   If you've never experienced a failure like this, it is hard to describe the feeling. It's as if the world were falling out from under you. You realize you've been duped. The stories in the magazines are lies: hard work and perseverance don't lead to success. Even worse, the many, many, many promises you've made to employees, friends, and family are not going to come true. Everyone who thought you were foolish for stepping out on your own will be proven right.   It wasn't supposed to turn out that way. In magazines and newspapers, in blockbuster movies, and on countless blogs, we hear the mantra of the successful entrepreneurs: through determination, brilliance, great timing, and-above all-a great product, you too can achieve fame and fortune.   There is a mythmaking industry hard at work to sell us that story, but I have come to believe that the story is false, the product of selection bias and after-the-fact rationalization. In fact, having worked with hundreds of entrepreneurs, I have seen firsthand how often a promising start leads to failure. The grim reality is that most startups fail. Most new products are not successful. Most new ventures do not live up to their potential.   Yet the story of perseverance, creative genius, and hard work persists. Why is it so popular? I think there is something deeply appealing about this modern-day rags-to-riches story. It makes success seem inevitable if you just have the right stuff. It means that the mundane details, the boring stuff, the small individual choices don't matter. If we build it, they will come. When we fail, as so many of us do, we have a ready-made excuse: we didn't have the right stuff. We weren't visionary enough or weren't in the right place at the right time.  After more than ten years as an entrepreneur, I came to reject that line of thinking. I have learned from both my own successes and failures and those of many others that it's the boring stuff that matters the most. Startup success is not a consequence of good genes or being in the right place at the right time. Startup success

The Lean Startup Erick Ries Bangla Verson       ntroduction top me if you've heard this one before. Brilliant college kids sitting in a dorm are inventing the future. Heedless of boundaries, possessed of new technology and youthful enthusiasm, they build a new company from scratch. Their early success allows them to raise money and bring an amazing new product to market. They hire their friends, assemble a superstar team, and dare the world to stop them.   Ten years and several startups ago, that was me, building my first company. I particularly remember a moment from back then: the moment I realized my company was going to fail. My cofounder and I were at our wits' end. The dot-com bubble had burst, and we had spent all our money. We tried desperately to raise more capital, and we could not. It was like a breakup scene from a Hollywood movie: it was raining, and we were arguing in the street. We couldn't even agree on where to walk next, and so we parted in anger, heading in opposite directions. As a metaphor for our company's failure, this image of the two of us, lost in the rain and drifting apart, is perfect.   It remains a painful memory. The company limped along for months afterward, but our situation was hopeless. At the time, it had seemed we were doing everything right: we had a great product, a brilliant team, amazing technology, and the right idea at the right time. And we really were on to something. We were building a way for college kids to create online profiles for the purpose of sharing ... with employers. Oops. But despite a promising idea, we were nonetheless doomed from day one, because we did not know the process we would need to use to turn our product insights into a great company.   If you've never experienced a failure like this, it is hard to describe the feeling. It's as if the world were falling out from under you. You realize you've been duped. The stories in the magazines are lies: hard work and perseverance don't lead to success. Even worse, the many, many, many promises you've made to employees, friends, and family are not going to come true. Everyone who thought you were foolish for stepping out on your own will be proven right.   It wasn't supposed to turn out that way. In magazines and newspapers, in blockbuster movies, and on countless blogs, we hear the mantra of the successful entrepreneurs: through determination, brilliance, great timing, and-above all-a great product, you too can achieve fame and fortune.   There is a mythmaking industry hard at work to sell us that story, but I have come to believe that the story is false, the product of selection bias and after-the-fact rationalization. In fact, having worked with hundreds of entrepreneurs, I have seen firsthand how often a promising start leads to failure. The grim reality is that most startups fail. Most new products are not successful. Most new ventures do not live up to their potential.   Yet the story of perseverance, creative genius, and hard work persists. Why is it so popular? I think there is something deeply appealing about this modern-day rags-to-riches story. It makes success seem inevitable if you just have the right stuff. It means that the mundane details, the boring stuff, the small individual choices don't matter. If we build it, they will come. When we fail, as so many of us do, we have a ready-made excuse: we didn't have the right stuff. We weren't visionary enough or weren't in the right place at the right time.  After more than ten years as an entrepreneur, I came to reject that line of thinking. I have learned from both my own successes and failures and those of many others that it's the boring stuff that matters the most. Startup success is not a consequence of good genes or being in the right place at the right time. Startup success