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

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.

Total Business Thinking RequiredLeaders at Every LevelThe Language Is ImportantLearning the LanguageAligning Lean Speak with the Business SpeakBilingual Language of BusinessYour Company? How Lean FailsTPS outside of ToyotaCEO Transition and ChangeFocus on the Business ModelSo What Is a Lean Management System?Your Company? Top 10 Contributors to FailureTop 10 Failure Modes DiscussionTakeawaysEndnotes Achieving AlignmentHow Lean Practitioners and Business Executives Can CommunicateLean Practitioner Communication GuidelinesUpper Management Communication GuidelinesCommon GroundTop Management’s JobSetting Long-Term GoalsPolicy Deployment Using Catchball CommunicationsLean Management SystemTakeaways What the Board Should Know about LeanPurpose, Authority, and Responsibility of the Board of DirectorsSo What Do We Want the Board to Do?Organizational AlignmentDoes the Board Set the Company Culture?Extinction Is an OptionWhat a Lean Strategy DoesAmalgam Business ContextTakeaway Questions to Consider for Your CompanyNCR Timeline Using Your Lean Culture to Achieve the CEO’s GoalsWorker EngagementLean Culture and the CEO’s StrategyFord Motor CompanyHillenbrand, IncAutolivToyotaLean Measures Turn into Financial MeasuresManagement Questions about Continuous Improvement ProjectsWilliam Baker’s ExperienceHelping Upper Management Achieve Lean for the Long TermCompany StrategyMentoring PeopleCustomersGrowthFinancialSuppliersCultureEndnotes As a Lean Practitioner, What Your CEO Wants You to KnowIntroductionIdentify the Customer Segments and Their CharacteristicsCustomer Value and DemandScope the Required InfrastructureDescribe the Future State and Actions to Get ThereResultsTakeaways Lean across the OrganizationBridge to Breakthrough OpportunitiesTransforming Marketing and SalesStreamline Operations and Reduce Overall FootprintStrengthen Product Development CapabilitiesTakeaways Building Your PlanRoadmap to Lean SuccessKey Drivers of Lean for the Long Term1. LeadershipLeadership TeamChanging Leadership Trends2. Focus on the Business Model3. Lean across the OrganizationThe Lean Journey—Understanding It’s a Long Journey and There Will Be Culture Change for AllPhase 1: Use of Continuous Improvement Tools and SystemsPhase 2: Lean Management SystemPhase 2: Expand Lean and Involve the Entire OrganizationPhase 3: Involving the Board of Directors4. Consistent Communications5. Lean InfrastructureLean Staffing OrganizationInsertion of the Lean Practitioner into the Business6. Development of CultureUnderstanding It’s a Long Journey and There Will Be Culture Change for AllOrganizational Learning in the CultureTime Allocation—Your Most Precious Resource7. Lean Strategy and Interfacing with the Board of DirectorsFraming Your PlanFlexibility Is RequiredChecklistsChecklist for Building Your Plan: Lean PractitionerChecklist for Building Your Plan: Upper ManagementChecklist for Building Your Plan: Board of DirectorsIndex

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 busi¬nesses 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).