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Lean For Dummies, by Natalie J. Sayer, Bruce Williams
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Take charge and engage your enterprise in a Lean transformation
Have you thought about using Lean in your business or organization, but are not really sure how to implement it? Or perhaps you're already using Lean, but you need to get up to speed. Lean For Dummies shows you how to do more with less and create an enterprise that embraces change. In plain-English, this friendly guide explores the general overview of Lean, how flow and the value stream works, and the best ways to apply Lean to your enterprise.
This revised edition includes the latest tools, advice, and information that can be used by everyone — from major corporations to small business, from non-profits and hospitals to manufacturers and service corporations. In addition, it takes a look at the successes and failures of earlier Lean pioneers — including Toyota, the inventors of Lean — and offer case studies and hands-on advice.
- The latest on the Six Sigma and Lean movements
- The role of technology and the expanding Lean toolbox
- Case studies enhance the material
Lean For Dummies gives today's business owners and upper level management in companies of all sizes and in all industries, the tools and information they need to streamline process and operate more efficiently.
- Sales Rank: #115759 in Books
- Published on: 2012-03-26
- Released on: 2012-03-16
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x .97" w x 7.40" l, 1.31 pounds
- Binding: Paperback
- 408 pages
From the Back Cover
Take charge and engage your enterprise in a Lean transformation
Competitive pressures force everyone to satisfy more demanding customers while using less of everything — time, energy, space, materials, and money. Updated with the latest tools, advice, and information, this no-nonsense guide shows you how to apply the proven philosophies and techniques of Lean to eliminate waste and maximize the effectiveness of your resources.
- Lean 101 — get the skinny on the logic of Lean, from its principles to the language and lexicon of Lean
- Power to the people — explore the often-overlooked "Respect for People" aspect of Lean to truly grasp the human side of change
- Go with the flow — understand the way value is created and flowed to the customer
- Fasten your toolbelt — find easy-to-follow explanations of the many customer, value stream, flow, pull, perfection, and management tools of Lean
- It's a Lean, Lean world — take a tour of the many aspects of a Lean enterprise, from management and product development to production processes and the quality organization
"By emphasizing Lean principles and insisting on cultural transformation, Sayer and Williams empower the reader to create a lasting culture of continuous improvement."
— Robert Miller, Executive Director, The Shingo Prize for Operational Excellence
Open the book and find:
- The common tools, principles, and practices of Lean
- How to lead and manage a Lean organization
- Step-by-step instructions for value-stream mapping
- Five real-life case studies using Lean in different organizations
- The best practices of Lean
- How to apply Lean in different industries
- Ten pitfalls to avoid
- Resources you can turn to for additional help
Learn to:
- "Go Lean" within your organization and create an environment that embraces change
- Deliver maximum customer value to create a competitive advantage
- Operate your business effectively — do more with less
About the Author
Natalie J. Sayer has more than 25 years of international experience as an implementer, facilitator, and consultant in continuous improvement methods. Bruce Williams is Vice President of Pegasystems, the world leader in business process management. He is a leading speaker and presenter on business and technology trends and is coauthor of Six Sigma Workbook For Dummies, Process Intelligence For Dummies, BPM Basics For Dummies, and the Intelligent Guide to Enterprise BPM.
Most helpful customer reviews
7 of 7 people found the following review helpful.
Good explanation of lean principles
By Rand Thompson
I have been involved in manufacturing for most of my career, and while it sometimes seems like lean concepts are intuitive and have been around forever, that is not always the case. My current employer has embarked on a big lean program and this book is something that provides an easy to read and understand explanation of the concepts. It would be well suited for anyone from production employees and supervisors to department managers who find themselves needing to understand a new way of thinking.
Don't be put off by the "dummies" nomenclature; this book provides a good overview of all the concepts and ties them together well.
11 of 13 people found the following review helpful.
Physician, Heal Thyself
By Andy in Washington
Leaving aside the question of whether LEAN is the answer to the world's problems, or just the next management fad, my opinion of this book is heavily dependent upon what I think it is supposed to accomplish. I believe it is mediocre at being a narrative overview of what LEAN is all about, but that it fails miserably as any sort of guide or reference book. Since the title is "LEAN for Dummies", I guess it is only fair to rate it as a narrative overview. More experienced readers will tire of the "wordy" format, opinions and lack of summaries and easy references.
Some sections of the book are quite good. The summary and descriptions of the types of waste (Muda, Mura and Muri) are first rate, with reasonable examples of each. Further, there is a nice table summary of the 7 types of Muda, and even a brief description of type 1 versus type 2 muda (stuff that you really can't eliminate versus stuff you can). In short, this section is what I believe the book should be about. Three pages that you can read in about two minutes, and have an appreciation for the concept. No one will ever confuse you with an expert, but you won't embarrass yourself either.
Other section of the book border on horrible. Control charts, one of the most common features of a LEAN implementation, are skipped over in a page or two. There is an example chart, and a statement "Typically, as long as the sample values fall between the upper and lower control limits, the process is 'in control'. However, if the distribution is systematic and non-random, this is an indication of special causes..."
No idea what you are supposed to make of that statement. Nor is there any hint as to how to calculate upper and lower control limits, or even x-bar. A check of the index indicates no hits for CpK or process capability calculations.
Finally, there is a lot of "soapboxing" scattered throughout the text. I could point to numerous examples discussing government, quality control, complacent managers, but here is one example (p 109). "One mistake companies frequently make ... is failing to recognize the strengths of a company being acquired. Learn from the new organization. Don't assume they don't have anything to offer..."
That may be good advice, it may even be true. But it has little, if anything at all, to do with LEAN. Indeed, if were were to follow the tenets of LEAN, we would strike this whole section from the text as a form of waste.
In summary, I would say the book is great if you work for a company that has or is starting a LEAN implementation, and you want to at least know what everyone is talking about. If you are in anyway involved in the implementation, especially if any statistical control is involved, you will need a much more comprehensive and instructional book.
5 of 5 people found the following review helpful.
Great Information...But
By cuppajoe
This book is a great introduction to Lean processes. However it does not address the wider issues of integration with business systems. Also, there is no mention about the difficulty many Lean implementations have faced and the failures that have resulted thereof.
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