The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company (Anglais) Relié – 1 août 2012
|Neuf à partir de||Occasion à partir de|
Les clients ayant acheté cet article ont également acheté
Descriptions du produit
Biographie de l'auteur
Art Byrne has been implementing Lean strategy in various U.S.-based manufacturing and service companies, such as Danaher Corporation, for more than 30 years, including The Wiremold Company, which he ran for 11 years. He now serves as Operating Partner at the private equityfi rm J. W. Childs Associates L.P.
Aucun appareil Kindle n'est requis. Téléchargez l'une des applis Kindle gratuites et commencez à lire les livres Kindle sur votre smartphone, tablette ou ordinateur.
Pour obtenir l'appli gratuite, saisissez votre adresse e-mail ou numéro de téléphone mobile.
Détails sur le produit
En savoir plus sur l'auteur
Dans ce livre(En savoir plus)
Commentaires en ligne
Meilleurs commentaires des clients
Commentaires client les plus utiles sur Amazon.com (beta)
In the Acknowledgments, Byrne claims not to be a good writer. Either it is false modesty or his editor indeed did a great job. The book has a visible structure, the sequence of topics makes sense, and the sentences are clear and free of jargon.
This book is a must-read because of the author's credentials. Art Byrne has been Theodore Roosevelt's "man in the arena," directly leading A to Z Lean transformations as company CEO. His advice to other CEOs, in the same words, would not carry the same weight if they had been written by anyone without his experience.
The book starts with Art Byrne's personal history, from his first steps at implementing Lean at Danaher, through his experience as CEO of Wiremold, and his work in private equity, using Lean in his firm's portfolio companies.
Byrne devotes several chapters to the strategic nature of Lean, the need for top management to get personally involved, and the differences between Lean leadership and the management style he experienced at the beginning of his career. And this leads into recommendations for CEOs on starting and leading their own Lean transformation, including pointers on compensation policies.
While most other books on Lean stop at the effect it has on delivery, lead time, productivity and quality, Byrne goes one vital step further into the specifics of how Lean enables a company to gain market share, withstand downturns, and accumulate the resources to take over competitors. He describes it in the case of Wiremold in the 1990s, as I have seen it in other companies.
I have a few minor quibbles with the book. The discussion on implementation overemphasizes kaizen events, to the point a reader might assume that it is all there is to Lean. Also, because he is feels that Lean is not limited to manufacturing, whenever he introduces a manufacturing concept, Byrne feels compelled to explain, in parentheses, what the equivalent would be outside of manufacturing, which I find it distracting. Finally, he makes the unusual choice of recommending specific consultants at the end of the book. This not usual in business books, and for good reasons. First, it conflicts with readers' expectations of non-commercialism; second, it will make the many consultants who are not on the list think twice about recommending the book to their clients.
After thinking twice, even though the consultants on Byrne's list by definition can't hold a candle to my colleagues and me, I still recommend his book.
Developed over many decades, Lean has evolved into a comprehensive system of management for any business or organization. Byrne gives numerous manufacturing and service business examples that describe how Lean works in each environment. The same method can be applied to non-profit and non-governmental organizations as well. Importantly, Byrne shows Lean is a human-centered management system that, done right, yields great outcomes for all key stakeholders: employees, customers, suppliers, investors, and communities. Byrne makes clear the importance of employees in Lean management and their role as enablers of time-based competitiveness.
Art presents facts on what Lean does, not theory on what Lean can do, and carefully outlines the common pitfalls for all to learn. Byrne forcefully stresses the importance of the CEOs personal engagement in the daily application of Lean principles and practices, and offers comprehensive supporting arguments. Byrne exhorts CEOs to understand the value-creating processes in their organizations. To do that, they must learn to think and do things differently, including:
* Learn Lean principles and practices to gain proficiency vs. watch others do it.
* Get personally involved vs. delegate.
* Think and do vs. only do.
* Work with lower-level people vs. insulate yourself from them.
* Focus on all stakeholders vs. only shareholders.
Many leaders have lost confidence in Lean management because their Lean turnaround did not achieve the results they expected to achieve. There is a reason for that: leaders did not understand Lean management and did not practice it correctly. Byrne emphasizes there is a right and wrong way to do a Lean turnaround, and that C-level leaders must closely adhere to the right way. To do that, they need to acquire new knowledge and skills. As Art says: "Everything must change."
Byrne also tells readers that Lean management, done right, is a lot of fun. People learn new things, improve processes, and achieve results they never thought possible. The Lean Turnaround is an uplifting story of the many great human, financial, and non-financial outcomes can be achieved. It will inspire people to deepen their understanding of Lean management and put into practice what they learn from this wonderful and important book.
While The Lean Turnaround is intended for the C-level, I recommend it to people at all levels so that they can grasp the true meaning and potential of Lean management.
- It comes from a manager with close to 30 years of experience applying Lean in American companies.
- It lists the most common obstacles that kill 93-95% of lean turnarounds, along with solutions to avoid/reduce them.
- It explains Lean in very simple terms, with many supporting examples. It even provides checklists to follow!
- It describes the virtues of improving processes, rather than managing the numbers at the end of each month.
- It insists on the strategic nature of Lean, which reduces costs but also raises the top line.
The importance of stretch goals....getting comfortable setting goals that you have no idea how you will achieve.
Eliminating the wrong information....like standard cost accounting.
Full scale involvement by the CEO and CFO....it takes an all-in effort to change the behaviors of the past.
Rooting out the barriers to high level breakthrough performance....policies and people.
Lean is a strategy for business results. Art shares not only what he did, but also what was achieved....not at one business but many. This is exactly the experience I had at CFO at two lean transformations. I had to look at work an entirely new way...but the results were stupendous.
Lean Turnaround is also a very fast read....read half on the first leg of your flight, and the other half on the way back! This will NOT be the business book you only get half way through.
Rechercher des articles similaires par rubrique
- Livres anglais et étrangers > Business & Investing > Management & Leadership > Leadership
- Livres anglais et étrangers > Business & Investing > Management & Leadership > Management
- Livres anglais et étrangers > Business & Investing > Management & Leadership > Management Science
- Livres anglais et étrangers > Business & Investing > Management & Leadership > Production & Operations