The Process of Change: Implementation
Earlier chapters have explored in detail the context and content of change towards lean production. The argument now turns to the process of change itself and addresses the question of how lean production might be achieved. This chapter starts by reviewing existing models of implementation and then goes on to develop a robust, recursive model of the process of change. It then examines the types of structures adopted by organizations to enable this implementation process to happen, and discusses their different properties in terms of the capacity to generate ‘organizational learning’.
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