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This is a book about lean manufacturing. More specifically,
this is a book about how to put lean manufacturing to work to improve
your particular business. There are many excellent books that
address the concepts of lean manufacturing, and I do not bring any
revolutionary new concepts to this body of knowledge. What I attempt
to bring to the party with this book is a more ‘‘everyday’’ approach
to the topics under discussion, with enough detail and
illustration of some of the basic tools of lean to give the reader a clear
view of how to implement (do) what we are talking about.
That being said, the first questions that should come up are,
‘‘What is lean, and why should I consider changing the way I currently
do business?’’ These are good questions.
If you boil lean down to its essence, it is a culture. It’s not so
much a discrete ‘‘thing’’ as it is a way of thinking, an overall philosophy
of running a business. I have observed companies that have an
annual operations plan in addition to a set of lean initiatives, treating
them as two different categories of activity. When I question management
about the distinction, the responses are usually along the lines
of: ‘‘We have a 5S initiative’’ or ‘‘We have a plan to reduce headcount
on line 4.’’ I then make the point that lean should not be separate
from your business plan; instead, it should be used to develop and
support your business plan. I am often surprised to see a fundamental
disconnect in the interpretation and execution of this powerful operating
mindset. My wife has suggested that my time would be better
spent writing a book entitled Why Companies Fail to Implement Lean.
This is probably a good suggestion; my wife is often a great deal
smarter than I am.
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