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by Koichi Kimura (Preface by), Eduardo L. García (Author)
"El 95% de las implementaciones LEAN fallan" ... Esta frase apócrifa es falsa. LEAN MANUFACTURING o MANAGEMENT no puede fallar porque no tiene un objetivo claro, ni un guion, ni una estructura claramente definida, y por supuesto no es un sistema. Entonces Qué falla realmente?
- Este libro está diseñado para todos aquellos que habiendo practicado alguna faceta de lo que ampliamente se conoce como "Lean-Manufacturing" o "Lean-Management", se han preguntado si existe algo más que un paquete de herramientas y conceptos desordenados que, sin embargo, hay que implementar de manera ordenada para lograr desarrollar un sistema de excelencia en gestión y operaciones.
- Muchos directivos se hacen esta misma reflexión: ―Sí, el concepto es claro. Entiendo Kanban, Jidoka, La Gestión Visual, etc. Entiendo el qué, y cómo se implementan, pero verdaderamente... Cuál es el sistema que subyace bajo estos conceptos? O bien Cuál es el sistema de excelencia que los fija? Y Hay algún medio de establecerlos permanentemente?
- En este libro se plasman finalmente los métodos que subyacen en pensamiento japonés de Gestión Corporativa, es decir, el MARCO DE GESTIÓN CORPORATIVA Y el CONTROL DE LAS POLÍTICAS. Estos métodos no habían sido profundamente sintetizados en el mundo occidental y ni siquiera en Japón, hasta ahora.
- Este libro describe el sistema de gestión y operativo de TOYOTA, SUMITOMO, HONDA, etc. El eeOS, del inglés 'excellent enterprise Operative System' o el Sistema Operativo de la empresa excelente, que describe este libro, es el Sistema de Gestión de Fábrica y, despliegue y control de la política o Hoshin-Kanri sin deformaciones y sabiamente plasmado por el Sensei Koichi Kimura, y su pupilo Español Eduardo L. Garcia.
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