Arnaldo Camuffo – författare

Lean Transformations for Small and Medium Enterprises: Lessons Learned from Italian Businesses summarizes two decades of research, teaching, and practice on lean thinking. Based on quantitative analysis of 100 cases of Lean transformations and 20 in-depth case studies of successfully transformed SMEs, it explains how to undertake lean transformations that lead to operational and financial performance improvement, and uses the Lean Transformation Framework --conceptualized by John Shook at the Lean Enterprise Institute as a practical approach to design and de-risk the transformation process. SMEs leaders wishing to undertake and sustain a lean transformation must: Make a serious and lasting commitment to transform, avoiding the temptation to change course of action; Choose accurately the value streams that require improvement as defined by strategy deployment; Build capabilities to sustain the transformation; Lead by example by going to gemba and creating a culture of respect for people that goes beyond the visible devices and artifacts of Lean tools.

Lean Transformations for Small and Medium Enterprises: Lessons Learned from Italian Businesses summarizes two decades of research, teaching, and practice on lean thinking.Based on quantitative analysis of 100 cases of Lean transformations and 20 in-depth case studies of successfully transformed SMEs, it explains how to undertake lean transformations that lead to operational and financial performance improvement, and uses the Lean Transformation Framework --conceptualized by John Shook at the Lean Enterprise Institute—as a practical approach to design and de-risk the transformation process.SMEs’ leaders wishing to undertake and sustain a lean transformation must: Make a serious and lasting commitment to transform, avoiding the temptation to change course of action; Choose accurately the value streams that require improvement as defined by strategy deployment; Build capabilities to sustain the transformation; Lead by example by going to gemba and creating a culture of respect for people that goes beyond the visible devices and artifacts of Lean tools.

With intensified global competition, institutional changes and reduced communication costs the propensity of firms to reconfigure their global value chain and separate their activities across national boundaries has increased markedly. It enables firms to combine the benefits arising from specialization and increased flexibility with location advantages. Consequently, large parts of manufacturing and other more standardized activities have been offshored to emerging countries. However, recent developments are challenging this traditional separation between advanced and emerging economies as host of knowledge- and production-intensive activities, respectively. Recent research has emphasized the role of intra-organizational relationships and links among the different parts of the value chain. Innovative and productive activities are affected by strong interdependencies and complementarities, and for some companies the co-location of R&D and manufacturing is critical for development and innovation. This volume will interest scholars in International Business, Economic Geography, Operations and Supply Chain Management, International Economics, and Political Science.