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The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes
0 references·14 citing·55 second hop
The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes (2004)The Complete Lean Enterprise: Value Strea…Using business process models for the specification of manufacturing operations (2020)Using business process models…Lean product engineering in the South African automotive industry (2015)Lean product engineering in t…World-class manufacturing by Fiat. Comparison with Toyota Production System from a Strategic Management, Management Accounting, Operations Management and Performance Measurement dimension (2014)World-class manufacturing by …The state of value creation in the real-estate sector – lessons from lean thinking (2014)The state of value creation i…Enhancing engineering education using project-based learning for Lean and Six Sigma (2014)Enhancing engineering educati…Using Lean in the Flipped Classroom for At Risk Students. (2013)Using Lean in the Flipped Cla…Learning from lean management – going beyond input‐output thinking (2013)Learning from lean management…Lean management in indirect business areas: modeling, analysis, and evaluation of waste (2013)Lean management in indirect b…The transportation value stream map (TVSM) (2012)The transportation value stre…Rethinking Lean Service (2011)Rethinking Lean ServiceIntegrating lean thinking into ISO 9001: a first guideline (2011)Integrating lean thinking int…Your Place or Mine? Organizational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees' Satisfaction and Well‐being (2010)Your Place or Mine? Organizat…The relative merits of lean, enriched, and empowered offices: An experimental examination of the impact of workspace management strategies on well-being and productivity. (2010)The relative merits of lean, …A Research Agenda for Value Stream Mapping the Sales Process (2008)A Research Agenda for Value S…The balanced scorecard : measures that drive performance (1992)The balanced scorecard--measures that drive performance. (1992)Using the balanced scorecard as a strategic management system (1996)Performance measures of ISO 9001 certified and non-certified manufacturing companies (2014)Empirical Research of the ISO 9001:2015 Transition Process in Portugal: Motivations, Benefits, and Success Factors (2018)A model of integration ISO 9001 with Lean six sigma and main benefits achieved (2020)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Basics of Qualitative Research: Grounded Theory Procedures and Techniques. 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(1943)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Common method biases in behavioral research: A critical review of the literature and recommended remedies. 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  • 2013Using Lean in the Flipped Classroom for At Risk Students.174 cited
  • 2010Your Place or Mine? Organizational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees' Satisfaction and Well‐being134 cited
  • 2010The relative merits of lean, enriched, and empowered offices: An experimental examination of the impact of workspace management strategies on well-being and productivity.132 cited
  • 2011Integrating lean thinking into ISO 9001: a first guideline105 cited
  • 2014World-class manufacturing by Fiat. Comparison with Toyota Production System from a Strategic Management, Management Accounting, Operations Management and Performance Measurement dimension103 cited
  • 2014Enhancing engineering education using project-based learning for Lean and Six Sigma77 cited
  • 2008A Research Agenda for Value Stream Mapping the Sales Process62 cited
  • 2020Using business process models for the specification of manufacturing operations57 cited
  • 2012The transportation value stream map (TVSM)55 cited
  • 2011Rethinking Lean Service53 cited
  • 2015Lean product engineering in the South African automotive industry29 cited
  • 2014The state of value creation in the real-estate sector – lessons from lean thinking21 cited
  • 2013Learning from lean management – going beyond input‐output thinking

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16 cited
  • 2013Lean management in indirect business areas: modeling, analysis, and evaluation of waste16 cited