Lean human resources; redesigning HR processes for a culture of continuous improvement

摘要

After several decades of attempts to implement "kaizen" or "continuous improvement" in Europe and the USA, the results appear meagre. Time and again, continuous improvement turns out to be very hard to sustain. This provides a sharp contrast with the success of the "hard" elements of the Toyota Production System. Ironically, the hard part is getting the soft elements to work. Based on her extensive experience, Jekiel writes about realising the necessary culture change. She emphasises the role of the Human Resources department, which should act as a business partner to help and stimulate other departments getting continuous improvement to flourish.