Most organizations are engaged in change efforts-often focused solely on eliminating waste in specific departments or "silos." That's the "lean paradigm," and while it's a good place to start, enterprise transformation goes much further. It begins with the big picture: What are the strategic objectives? How is the enterprise performing against those objectives? How should it be? Who are the stakeholders and what do they value? Then it moves forward toward an audacious vision of the enterprise's future. Based on years of research and implementation, Beyond the Lean Revolution provides a roadmap for achieving sustainable, bottom-line results, delivering value to stakeholders, and reaching that future vision. Filled with illuminating examples, the book moves well beyond traditional lean thinking, showing readers how to: Ensure senior leadership commitment * Assess the enterprise's current state * Analyze stakeholder values * Develop a future vision * Create a plan for transformation From inception to implementation and beyond, this book provides a holistic framework for bridging the gap from mere change ... to genuine transformation.

This book by Peter Béndek presents a strong case against the current practice of business operations improvement, based on numerous studies from the business world as well as insights from the most prestigious authors of the last fifty years. The author contests the applicability and indeed the relevance of the Toyota Production System and its spin-offs to the Western context, claiming that a revised approach is much better suited to taking our specific cultural conditions into account, while also combining increased transparency, speed, and sustainability of change with a robust value-creating capability. Dr. Béndek argues that this approach can have a far-reaching impact on corporate cultures by offering an all-encompassing learning system, one that provides a more coherent and actionable continuous improvement strategy than conventional approaches. The book offers an important guide to rethinking operations management, both in academia and business practice.

It is estimated that U.S. manufacturers are currently operating at only 65 percent effectiveness in implementing Lean production. Covering the fundamentals needed to be competitive in today‘s marketplace, Beyond Lean Production: Emphasizing Speed and Innovation to Beat the Competition provides readers with the tools to help their organizations achi

The Lean Extended Enterprise: Moving Beyond the Four Walls to Value Stream Excellence provides executives, managers and educators with a comprehensive implementation plan for implementing enterprise wide lean. It illustrates how to integrate lean, six sigma, kaizen and enterprise resources planning into a total business improvement initiative, beyond the four walls of an organization.

Since leaving Toyota I have discovered that many other companies are missing what I believe to be the most crucial ingredient to ensure a successful and a sustainable Lean transformation creating the right culture. Beyond The TPS Tools describes from firsthand experience why Toyotas culture provides the good soil required to deploy Lean strategies. From the green field startup of Toyotas Indiana Assembly plant to the struggles of managing at Toyotas most seasoned plant in Kentucky, discover how my leadership style has evolved into a practical approach for leading Lean with a North American workforce.

A wise person once told me, "You are either moving forward, or you are falling behind." This quote is so true in today's highly competitive world of manufacturing.If you are seeking knowledge on how-to transform your business into a Lean profit-generating machine, Beyond Lean will provide you with a common sense approach to that end. However, I would caution you to remember that common sense is not always common practice, as you will see in the story.Written in a fictional setting with fictional characters, Beyond Lean is the story of a young man named Leon, a Continuous Improvement Manager at Hardwood Floor Systems, who accepts the responsibility of leading an organizational change process called Lean Manufacturing. As Leon struggles with obtaining support from others, he discovers that there is more to implementing Lean Manufacturing than meets the eye. Leon turns to his grandfather for advice during a daylong fishing trip, and collectively they discover powerful lessons in leading organizational change.I invite you to join in, as Leon's story will take you through the do's and the don'ts of a Lean transformation.About the Author: Specializing in mixed model value streams, and with clients in the upper mid-west and western United States, Darrell Bender is a Lean Enterprise business consultant who possesses both High Performance Work Systems implementation and Lean Enterprise transformation experience. Prior to starting his own business, Darrell was the Continuous Improvement & Lean Manufacturing Manager for a privately owned corporation whose multiple manufacturing plants had annual sales revenue that exceeded $100 million. Darrell has also held several management positions within a publicly traded fortune 100 corporation. Over the past 10 years, Darrell has led numerous organizational improvement teams, from small focused problem-solving teams up to and including complex multi-functional strategic planning and manufacturing redesign teams.

Lean Process Creation teaches the specific frames—the 6CON model—to look through to properly design any new process while optimizing the value-creating resources. The framing is applicable to create any process that involves people, technology, or equipment—whether the application is in manufacturing, healthcare, services, retail, or other industries. If you have a process, this approach will help. The result is 30% to 50% improvement in first-time quality, customer lead time, capital efficiency, labor productivity, and floorspace that could add up to millions of dollars saved per year. More important, it will increase both employee and customer satisfaction. The book details a case study from a manufacturing standpoint, starting with a tangible example to reinforce the 6CON model. This is the first book written from this viewpoint—connecting a realistic transformation with the detailed technical challenges, as well as the engagement of the stakeholders, each with their own bias. Key points and must-do actions are sprinkled throughout the case study to reinforce learning from the specific to the general. In this study, an empowered working team is charged with developing a new production line for a critical new product. As the story unfolds, they create an improved process that saves $5.6 million (10x payback on upfront resource investment) over the short life cycle of the product, as well as other measurable benefits in quality, ergonomics, and delivery. To an even greater benefit, they establish a new way of working that can be applied to all future process creation activities. Some organizations have tried their version of Lean process design following a formula or cookie-cutter approach. But true Lean process design goes well beyond forcing concepts and slogans into every situation. It is purposeful, scientific, and adaptable because every situation starts with a unique current state. In addition, Lean process design must include both the technical and social aspects, as they are essential to sustaining and improving any system. Observing the recurring problem of reworking processes that were newly launched brought the authors to the conclusion that a practical book focused on introducing the critical frames of Lean process creation was needed. This book enables readers to consider the details within each frame that must be addressed to create a Lean process. No slogans, no absolutes. Real thinking is required. This type of thinking is best learned from an example, so the authors provide this case study to demonstrate the thinking that should be applied to any process. High volume or low, simple or complex mix, manufacturing or service/transactional—the framing and thinking works. Along with the thinking, readers are enabled to derive their own future states. This is demonstrated in the story that surrounds the case study.