Bøger af Na Li

The term ¿Lean¿ was first described by Womack et al. (1990) in The Machine That Changed the World. In this book, the author described the Lean program implementation at VTCL based on documents including Lean implementation project reports and Lean meeting minutes in the organization. The author discusses the CSFs of Lean implementation in SMEs based on survey, interview, and on-site observation data. The author makes seven propositions and discusses the evidence from three data sources that contribute to the conclusions. Proposition 1: Leadership is the most significant factor in Lean adoption in SMEs. Proposition 2: LSS technology and tools will not significantly impact the Lean implementation results in SMEs. Proposition 3: Employees¿ involvement significantly impacts the LSS implementation results. Proposition 4: Integration of LSS in the strategy and alignment of all Lean practices to company strategy is not the critical factor in Lean adoption in SMEs. Proposition 5: Organizational culture will significantly impact Lean adoption in SMEs. Proposition 6: The performance of the steering office will significantly impact Lean adoption in SMEs... ...

When public history was imported from the United States to China around the turn of the twenty-first century, it was introduced as a sub-field within history, and has developed along that path ever since. Professional historians in China, even some forward-looking ones, see public history as merely presenting a change in the patterns of participation in history-making. This book offers a sharply different view. It contends, essentially, that public history represents more than a research domain within history or within any existing discipline, nor does it fit into any established narratives, but rather, a fundamental change of the entire process of history-making in China. In this process, the public is prosuming history. Public history makes obsolete the old structure for building and acquiring historical knowledge: it challenges the old assumptions, supersedes the rigid academic hierarchy, and stirs the imaginations of the multitudes. With an assemblage of case studies, this work makes a case for a system view of public history making, or public history(ing), and launches a concept, complex public history, i.e. public history(ing) as complex adaptive systems.

Lean Six Sigma (LSS) has been implemented worldwide for many years and has been successful in many organizations. Liker and Rother (2011) pointed out that only 2% of companies successfully achieved the desired results with Lean plans. This book identified the critical success factors of LSS implementation for Chinese manufacturing companies and explored the challenges occurring during the LSS transformation. This book describes how the employee training process for LSS can be designed using total quality management (TQM) adoption in private manufacturing organizations in China and how LSS practices can be adopted successfully in SMEs in China. The author also examined and explored the critical success factors (CSF) of LSS implementation and discussed the challenges occurring during LSS transformation. This book is supported by the Fundamental Research Funds for the Central Universities (ZY2207).

Li's book will be a must-read for those fascinated with this iconic Toronto neighbourhood, as well as anyone with an interest in the role heritage and collective memory can play in urban planning.