Lean for the Long Term: Sustainment is a Myth, Transformation is Reality

Lean for the Long Term: Sustainment is a Myth, Transformation is Reality

By: Kenneth Rolfes (author), William H. Baker (author)Paperback

Up to 2 WeeksUsually despatched within 2 weeks

£35.14 RRP £36.99  You save £1.85 (5%) With FREE Saver Delivery


The average tenure of a departing CEO has declined from approximately 10 years in 2000 to 8.1 years in 2012. Maintaining a customer-focused Lean strategy and continuous improvement culture can become a challenge when management changes often, unless it has become an institutionalized company-branded business management system for the company. Lean for the Long Term allows readers to benefit from the operating experience and research of the authors who have been deeply involved in leading Lean transformations that last in today's ever-changing business landscape. It presents a Lean management system model that encompasses leadership, process, and growth as the model to drive business performance. The authors investigate the fragile nature of a Lean culture and the resulting effects on people and the company when the culture shifts. They illustrate the methods several companies have used to achieve successful Lean transformations that last and also offer guidance on how to build your own action plan based on the best practices outlined in the text. Until now, there have been few books to supply in-depth discussions on Lean as a strategy and management system. Filling this need, this book will help you to move toward a broader, more strategic use of Lean principles in your business. The book uses clear language to present insights on how company leaders and Lean practitioners can improve communication. After reading the book, you will better understand how your company operates, how to align your efforts, and how to decide what to do despite the complexity of day-to-day business operations.

About Author

Bill Baker has been a frequent speaker at Speed To Excellence on benchmarking, performance measurement, knowledge management, Raytheon Six Sigma, and the Lean Enterprise. He has been instrumental in assisting several companies and organizations pursue their strategic objectives, including Raytheon, Texas Instruments, Northrop Grumman, Sandia, Kirtland AFB, ESCO, AME, APQC, U.S. Air Force, U.S. Army, ASQ, and the Shingo Prize. Mr. Baker is a senior Shingo Prize examiner and was a key design contributor to the Lean certification process developed by AME-Shingo-SME and launched in 2006. He was responsible for knowledge management, benchmarking, and the benchmarking process at both Texas Instruments and Raytheon from 1990 until 2004. He trained and conducted numerous benchmarking teams and projects, ranging from strategic to tactical focus. He led the Raytheon effort to benchmark Six Sigma strategies, including site visits to GE and Allied Signal. Under his leadership and planning, Raytheon received the MAKE (Most Admired Knowledge Enterprise) Finalist designation in the United States by Teleos in 2003 and was the North American winner in 2004, 2005, and 2006. Earlier in his career he was the manufacturing manager on several high-profile missile/electronic systems, including Shrike, Paveway, Harpoon Seeker, TOW Night Sight, HARM, and Tacit Rainbow, as well as the Lunar Mass Spectrometer experiments on Apollo 15, 16, and 17. He was the U.S. Air Force engineering chief, responsible for evaluating satellite launches at Vandenberg AFB, California. He has contributed articles to the National Productivity Review, Target, and Quality Progress, and his work has been featured in numerous books. Ken Rolfes, president of KDR Associates, Inc., works with his customers to develop business performance improvement programs on a focused or enterprise-wide basis for service and manufacturing companies. He helps businesses craft and execute winning value creation and growth agendas that maximize the value of the business to its customers, employees, and shareholders. Ken has more than 35 years senior operations management experience for public and private companies. He served as COO and VP in mid-cap and start-up companies and held key man-agement positions in product management, manufacturing, supply chain management, and quality assurance for NCR and Control Data. He has worked extensively with businesses that design, manufacture, and market technically based products for the medical device, industrial product, and computer industries and has guided organizations in aerospace, military, manufacturing, retail, and service industries. Ken holds a BS in industrial engineering and a MBA in finance. He has presented at various industry and AME national conferences and at workshops, acted as contributing editor for Modern Woodworking magazine, and served as an instructor for San Diego State University in the Lean Enterprise Program. Ken currently serves as director of the Association for Manufacturing Excellence (AME).


Total Business Thinking Required Leaders at Every Level The Language Is Important Learning the Language Aligning Lean Speak with the Business Speak Bilingual Language of Business Your Company? How Lean Fails TPS outside of Toyota CEO Transition and Change Focus on the Business Model So What Is a Lean Management System? Your Company? Top 10 Contributors to Failure Top 10 Failure Modes Discussion Takeaways Endnotes Achieving Alignment How Lean Practitioners and Business Executives Can Communicate Lean Practitioner Communication Guidelines Upper Management Communication Guidelines Common Ground Top Management's Job Setting Long-Term Goals Policy Deployment Using Catchball Communications Lean Management System Takeaways What the Board Should Know about Lean Purpose, Authority, and Responsibility of the Board of Directors So What Do We Want the Board to Do? Organizational Alignment Does the Board Set the Company Culture? Extinction Is an Option What a Lean Strategy Does Amalgam Business Context Takeaway Questions to Consider for Your Company NCR Timeline Using Your Lean Culture to Achieve the CEO's Goals Worker Engagement Lean Culture and the CEO's Strategy Ford Motor Company Hillenbrand, Inc Autoliv Toyota Lean Measures Turn into Financial Measures Management Questions about Continuous Improvement Projects William Baker's Experience Helping Upper Management Achieve Lean for the Long Term Company Strategy Mentoring People Customers Growth Financial Suppliers Culture Endnotes As a Lean Practitioner, What Your CEO Wants You to Know Introduction Identify the Customer Segments and Their Characteristics Customer Value and Demand Scope the Required Infrastructure Describe the Future State and Actions to Get There Results Takeaways Lean across the Organization Bridge to Breakthrough Opportunities Transforming Marketing and Sales Streamline Operations and Reduce Overall Footprint Strengthen Product Development Capabilities Takeaways Building Your Plan Roadmap to Lean Success Key Drivers of Lean for the Long Term 1. Leadership Leadership Team Changing Leadership Trends 2. Focus on the Business Model 3. Lean across the Organization The Lean Journey-Understanding It's a Long Journey and There Will Be Culture Change for All Phase 1: Use of Continuous Improvement Tools and Systems Phase 2: Lean Management System Phase 2: Expand Lean and Involve the Entire Organization Phase 3: Involving the Board of Directors 4. Consistent Communications 5. Lean Infrastructure Lean Staffing Organization Insertion of the Lean Practitioner into the Business 6. Development of Culture Understanding It's a Long Journey and There Will Be Culture Change for All Organizational Learning in the Culture Time Allocation-Your Most Precious Resource 7. Lean Strategy and Interfacing with the Board of Directors Framing Your Plan Flexibility Is Required Checklists Checklist for Building Your Plan: Lean Practitioner Checklist for Building Your Plan: Upper Management Checklist for Building Your Plan: Board of Directors Index

Product Details

  • ISBN13: 9781482257168
  • Format: Paperback
  • Number Of Pages: 226
  • ID: 9781482257168
  • weight: 499
  • ISBN10: 1482257165

Delivery Information

  • Saver Delivery: Yes
  • 1st Class Delivery: Yes
  • Courier Delivery: Yes
  • Store Delivery: Yes

Prices are for internet purchases only. Prices and availability in WHSmith Stores may vary significantly