This book explores the relationship between and the compatibility
of lean management (LM) and value-based management (VBM) approaches
at the systems level. It then develops a model to improve LM and
VBM professional practice by fostering a shared understanding of
the value creation process within a lean system, and in doing so
helps to remove existing barriers. The results promote future
fruitful alliances between a company's operational and financial
communities, enhancing the benefits to the enterprise and its
stakeholders. The book is of primary interest to LM and VBM
professionals and researchers.
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