TABLE OF CONTENTS We have covered the critical elements of the Lean Extended Enterprise. We have also mentioned that strategic improvement is a core competency that companies must develop within their organizations. The world of real-time collaboration and virtual exchanges is here. The methodologies, tools, and enabling technologies are available to streamline and optimize critical value delivery processes across the total value stream. The Lean Extended Enterprise Reference Model (LEERM) provides a structured reference model to follow and integrates strategy and execution via the Plan-Deploy-Execute process. Hopefully, you have a better picture of how all of these things fit together to create the Lean Extended Enterprise. The next step is to become more familiar with the concepts, principles, and practices of the Lean Extended Enterprise. It all begins with leadership.
The Lean Extended Enterprise is an enormous improvement opportunity for every organization. The upside potential is almost unbelievable. Some organizations are reporting savings in the hundreds of millions to billions of dollars. The downside risk is manageable with great leadership. Chapter 3 outlined the ten pitfalls of strategic improvement, and we learned that the methodologies, tools, and enabling technologies are the least of our problems with success. We also learned that many of the methodologies and tools go back to before you were born. The following short article is reprinted from Breakthrough!, a quarterly newsletter published by The Center for Excellence in Operations, Inc.
It's amazing that many of the leading-edge management topics aren't really...
