Lean Is Not Mean
Lean does not happen without a new kind of leadership.
The long-term viability of Lean as an alternative management system depends on the ability of its practitioners to recognize the differences, both great and small, between it and conventional management practice.
Foremost among the differences is the way in which Lean management must be led. For some three decades, the great majority of leaders have led Lean in ways that resulted in good outcomes for the company and its shareholders, but bad outcomes for employees, suppliers, and other key stakeholders.
If it’s mean, it’s not Lean.
The intent of Lean management is to instead create outcomes that are good for everyone: employees, suppliers, customers, investors, and communities. It also has the beneficial knock-on effect of improving the employee health (Lessons 57, 66, 67, and 68 teach why Lean IS Healthcare).
This book will help leaders close the gap between actual outcomes and required outcomes. It presents 68 practical lessons to improve their understanding and practice of Lean management and achieve outcomes that benefit all stakeholders.
More Information
Click here to read the backstory about this book.
Book Details
Lean Is Not Mean: 68 Practical Lessons in Lean Leadership
by Bob Emiliani
The CLBM, LLC Wethersfield, Conn., USA
329 pages • ISBN 978-0-9898631-3-1 • June 2015
Contents
Preface
Introduction
Lesson 1 The Equally Important “Respect for People” Principle (click to read)
Lesson 2 Do Your Homework
Lesson 3 Start With REAL Lean
Lesson 4 Off To a Bad Start with Lean Tools
Lesson 5 Do Not Forget the “Respect for People” Principle
Lesson 6 Fake Lean vs. Fun Lean
Lesson 7 History of Progressive Lean Management
Lesson 8 Happy Anniversary: Toyota Way 2001
Lesson 9 Leaders and Information Flow
Lesson 10 Faulty Thinking and Decision-Making
Lesson 11 Antidote for Dysfunction
Lesson 12 Kaizen, Not Kaizen Event
Lesson 13 Bad Practice Theory
Lesson 14 Improving Gemba Walks
Lesson 15 The Importance of Daily Practice
Lesson 16 Bunga-Bunga Management
Lesson 17 Ultimate Solutions
Lesson 18 Virginia Mason Visits Wiremold
Lesson 19 Becoming a Lean Leader
Lesson 20 Fair Business is Moral Business
Lesson 21 Atomized Kaizen
Lesson 22 The Policy
Lesson 23 Same Questions, Never Any Answers
Lesson 24 Lean Management Failure at ________
Lesson 25 Business.xxx
Lesson 26 Great Lean Leaders
Lesson 27 Classroom v. Real World
Lesson 28 Fake Lean in Government
Lesson 29 Leadership Variation
Lesson 30 Relative Success, Absolute Failure
Lesson 31 Meaningless Victory
Lesson 32 Work Towards A Higher Standard
Lesson 33 Micro Lean
Lesson 34 Managers as Queues
Lesson 35 Respect Employees, Respect Time
Lesson 36 Hordes of Hoarders
Lesson 37 Can Lean Compete?
Lesson 38 Relatively Lean
Lesson 39 Time to 5S Economics
Lesson 40 Fake Lean Sells
Lesson 41 Ten Whys? Why Not.
Lesson 42 Flow is Fundamentally Different
Lesson 43 Two Definitions to Know
Lesson 44 Combining Values
Lesson 45 The Middle Manager Problem (click to read)
Lesson 46 Do Not Distract the Value-Adders
Lesson 47 Disrupting Material and Information Flow
Lesson 48 Leading Under the Influence
Lesson 49 Barriers to The Toyota Way
Lesson 50 The Human Case for Lean
Lesson 51 My Nikai Walks
Lesson 52 Imitating Waste
Lesson 53 Lean Tinkers
Lesson 54 Imagination and Creativity
Lesson 55 The Amygdala Steals Our Lean Brain
Lesson 56 The Profits Generator
Lesson 57 Leadership Processes Reveal All
Lesson 58 Professionalizing Management
Lesson 59 Keeping Lean Management Alive
Lesson 60 Surviving the 2-Sigma Economy
Lesson 61 Beliefs Implicit in “The Toyota Way”
Lesson 62 Gain Without the Pain
Lesson 63 Answers Hiding in Plain Sight?
Lesson 64 Lean Tools: Blessing and Curse
Lesson 65 Kata Vision
Lesson 66 People and Processes
Lesson 67 Healthcare In Lean
Lesson 68 Don’t Be a Stress Raiser
Closing Remarks
Appendix I My Lean Adventure
Appendix II Early History of Lean at Pratt & Whitney
About the Author
