The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company 1st Edition

Because of the efficiencies of economy of scale you buy a machine that produces parts at 50 times the rate you need them. So you make 100 parts in a row of several items and it takes three hours to switch over the set up between items. Raw materials in the morning are finished items the next morning. Multiple part batch processing with inventory scattered all over is just the way it is done. Say it takes 5 days to go from raw materials to finished product. Consider the rate you need to sell products to a customer. 450 work minutes in a shift to make 225 products. That’s a product every two minutes. How much time do you spend adding value to a part? Say 19 minutes. So 10 2 minute workstations could do this. The rest of the 5 days is sitting around time. You form the 10 workstations in a single line and process one item at a time for one piece flow. There are raw materials at the incoming loading dock and finished materials at the outgoing shipping dock. Delivery and pickups once a day. There is no (other) inventory above one piece per station. If a bad part is produced it is discovered right away. The problem is identified, corrected and should never happen again. You focus bright white intensity on process where the value is created. In batch processing bad parts tend to end up hidden in inventory, never to be used. Batch processing leads to heroic efforts to make the production numbers. Lean production leads to a carefully designed and monitored process that only produces correct parts, quickly. People put their self-interest above the self-interest of the company at least some of the time. They steal pencils and batteries from the supply room, always double the time estimate to get a job done, check their social media page on company time, etc… Batch processing makes this easy to hide. Lean processing makes it hard to hide in your two minute cycle window. So people are very resistant to changing the nest they have feathered. This book is really written for CEOs who have the power to make change. 95% of lean efforts fail and go back to batch processing. Unfortunately it is not written for the low level manager who wants to do a proof of concept. It is very hard to push change up the organization chart. The book gives many, many details on working to production rate, creating one piece flow, establishing standard work process and a customer pull system.

Many people remain skeptical of Lean management or think that it is nothing more than a passing fad. Art Byrne, a serial Lean turnaround executive, decisively shows how wrong those views are. Byrne shares with us his proven method for turning around businesses that have long used conventional management. The results that Art and his management teams achieved far surpassed what the former leaders of the businesses sought to achieve using conventional management.Developed over many decades, Lean has evolved into a comprehensive system of management for any business or organization. Byrne gives numerous manufacturing and service business examples that describe how Lean works in each environment. The same method can be applied to non-profit and non-governmental organizations as well. Importantly, Byrne shows Lean is a human-centered management system that, done right, yields great outcomes for all key stakeholders: employees, customers, suppliers, investors, and communities. Byrne makes clear the importance of employees in Lean management and their role as enablers of time-based competitiveness.Art presents facts on what Lean does, not theory on what Lean can do, and carefully outlines the common pitfalls for all to learn. Byrne forcefully stresses the importance of the CEOs personal engagement in the daily application of Lean principles and practices, and offers comprehensive supporting arguments. Byrne exhorts CEOs to understand the value-creating processes in their organizations. To do that, they must learn to think and do things differently, including:* Learn Lean principles and practices to gain proficiency vs. watch others do it.* Get personally involved vs. delegate.* Think and do vs. only do.* Work with lower-level people vs. insulate yourself from them.* Focus on all stakeholders vs. only shareholders.Many leaders have lost confidence in Lean management because their Lean turnaround did not achieve the results they expected to achieve. There is a reason for that: leaders did not understand Lean management and did not practice it correctly. Byrne emphasizes there is a right and wrong way to do a Lean turnaround, and that C-level leaders must closely adhere to the right way. To do that, they need to acquire new knowledge and skills. As Art says: "Everything must change."Byrne also tells readers that Lean management, done right, is a lot of fun. People learn new things, improve processes, and achieve results they never thought possible. The Lean Turnaround is an uplifting story of the many great human, financial, and non-financial outcomes can be achieved. It will inspire people to deepen their understanding of Lean management and put into practice what they learn from this wonderful and important book.While The Lean Turnaround is intended for the C-level, I recommend it to people at all levels so that they can grasp the true meaning and potential of Lean management.

Art Byrne shares 30+ years of experience leading Lean cultures, providing practical guidance for Lean leaders in any industry.His matter-of-fact style dispels the mystery around Lean and focuses the reader on the practical steps to Doing Lean.Packed full of insightful stories and pragmatic advice.Highly recommended, from someone who has been involved with and led lean transformations for 20+ years.

This is the best book I have read on the subject of Lean / OpEx and am applying it to my own business.For CEO's and Senior Executives, you must read this book, see what Art has done in his career and apply what he has learnt.For the CI teams, read and you will understand what CEO's are looking for. If your CI activities are slow / stalled, give your CEO this book. If they still don't 'get-it', find someone who does!Absolutely fundamental book.

Byrne is one of the leading lights in applying Lean Thinking.He shares practical experience from the many organisations he has been involved with.Particular interesting are examples of standard management reports and the way they hide real situation.Makes it easy for the creative amongst us to make glib responses, confuse their peers and ride their way to the top of the greasy pole.!

Art Byrne was one of the very first disciples of the Ohno's disciples Yoshiki Iwata, Chihiro Nako and Akira Takenaka. This is enough to buy and study the book. If you are serious about Lean, you absolutely need this book. A superb and one of the best out there.

goods arrived in good condition, will use again if required