Bradley R. Staats

David M. Upton

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Reprint: R1110G
Many manufacturing companies and some service firms have reaped considerable benefits by applying variations of the Toyota Production System, a method for making operations &#8220;lean&#8221; through relentless efforts to increase quality and efficiency and eliminate waste.
But conventional wisdom holds that lean principles don&#8217;t lend themselves to knowledge work, which involves judgment and expertise, not the sorts of repetitive, easily specified tasks found on an assembly line. The authors&#8217; research, including multiyear studies of some 1,800 projects at the Indian IT services giant Wipro, challenges this thinking. Knowledge work can be made lean, Staats and Upton argue, if managers draw on six principles:
<ul>
<li>Continuously root out all waste.</li>
</ul>
<ul>
<li>Strive to make tacit knowledge explicit.</li>
</ul>
<ul>
<li>Specify how workers should communicate.</li>
</ul>
<ul>
<li>Use the scientific method to solve problems quickly.</li>
</ul>
<ul>
<li>Recognize that a lean system will always be a work in progress.</li>
</ul>
<ul>
<li>Have leaders blaze the trail.</li>
</ul>
Applying these principles demands sustained investment and a grassroots reinvention of how work is performed. But the benefits are considerable: ever-increasing productivity and job satisfaction, and a system that will be hard for competitors to replicate.

Lean Knowledge Work

Reimpressão: R1110G Muitas empresas de manufatura e algumas empresas de serviços obtiveram benefícios consideráveis ao aplicar variações do Sistema Toyota de Produção, um método para tornar as operações “enxutas” por meio de esforços incansáveis para aumentar a qualidade e a eficiência e eliminar o desperdício. Mas a sabedoria convencional afirma que os princípios enxutos não se prestam ao trabalho de conhecimento, que envolve julgamento e experiência, não aos tipos de tarefas repetitivas e facilmente especificadas encontradas em uma linha de montagem. A pesquisa dos autores, incluindo estudos plurianuais de cerca de 1.800 projetos na gigante indiana de serviços de TI Wipro, desafia esse pensamento. Trabalho de conhecimento lata seja enxuto, argumentam Staats e Upton, se os gerentes se basearem em seis princípios: 
<ul> 
 <li> Elimine continuamente todos os resíduos.</li> 
</ul> 
<ul> 
 <li> Esforce-se para tornar explícito o conhecimento tácito.</li> 
</ul> 
<ul> 
 <li> Especifique como os trabalhadores devem se comunicar.</li> 
</ul> 
<ul> 
 <li> Use o método científico para resolver problemas rapidamente.</li> 
</ul> 
<ul> 
 <li> Reconheça que um sistema enxuto sempre será um trabalho em andamento.</li> 
</ul> 
<ul> 
 <li> Faça com que os líderes abram o caminho.</li> 
</ul> A aplicação desses princípios exige investimento sustentado e uma reinvenção popular de como o trabalho é realizado. Mas os benefícios são consideráveis: produtividade e satisfação no trabalho cada vez maiores, além de um sistema que será difícil para os concorrentes replicarem.

Trabalho de conhecimento enxuto

Reprint: R1110G Many manufacturing companies and some service firms have reaped considerable benefits by applying variations of the Toyota Production System, a method for making operations “lean” through relentless efforts to increase quality and efficiency and eliminate waste. But conventional wisdom holds that lean principles don’t lend themselves to knowledge work, which involves judgment and expertise, not the sorts of repetitive, easily specified tasks found on an assembly line. The authors’ research, including multiyear studies of some 1,800 projects at the Indian IT services giant Wipro, challenges this thinking. Knowledge work can be made lean, Staats and Upton argue, if managers draw on six principles: Continuously root out all waste. Strive to make tacit knowledge explicit. Specify how workers should communicate. Use the scientific method to solve problems quickly. Recognize that a lean system will always be a work in progress. Have leaders blaze the trail. Applying these principles demands sustained investment and a grassroots reinvention of how work is performed. But the benefits are considerable: ever-increasing productivity and job satisfaction, and a system that will be hard for competitors to replicate.

Trabalho de conhecimento enxuto

Resumo.

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