The Lean management systems handbook / Rich Charron, H. James Harrington, Frank Voehl, Hal Wiggin.

Includes bibliographical references and index.

"This book presents a first of its kind approach that describes critical components for sustainable Lean management. The handbook shows how managers at all levels of the organization can integrate Lean into their daily management activities. It also defines the Lean philosophy, beliefs and behaviors required to develop a thriving Lean company culture. Packed with detailed examples and step-by-step instructions, it's the ideal handy reference guide to help mangers and leaders make the transition from the classroom to the field. It will feature brief summaries and examples of the most important tools in Lean management systems development"--

"Chapter 1 Introduction to Lean Management "Our Organization is a Mirror of Our Management Beliefs. To achieve Lean Management, we must first understand what it means to be Lean by absorbing the Lean philosophy, concepts & tools, and then living these Lean beliefs daily. As Kaikaku (Transformation of Mind) emerges, so will the Lean Manager." Richard Charron In a Nutshell In a Lean Organization, Management has two functions; Maintenance/Control of existing processes, and Improvement of existing processes. Regardless of where you stand on the road to being Lean organization, many companies today operate within some form of risk management or cost containment philosophy that addresses the Maintenance /Control function of management. In this environment managers are faced with control of Asset Management; Resource Management; Risk Management, while concurrently being charged with improving organizational performance; Performance Management. Performance Management, the primary focus of a Lean Organization occurs through continuous improvement programs that focus on Education, Socio-technical (belief systems) development, and effective change management. This chapter presents the basics that encompass Lean Management and Leadership in these two critical areas; Maintenance/Control & Improvement. Company examples are used in this chapter to present and discuss the strengths and weaknesses of lean management thinking. The interactions between Asset, Risk, & Resource Management are constantly being weighted against Performance Management or Process Improvement. For example, a look at this organizational struggle between maintenance versus improvement can be evidenced from the in-depth studies in the food and farming industry in the UK"--