Preface

Over the past two decades Lean practices have evolved considerably. The focus of early Lean practices in 1980s was the elimination of non-value-added activities and resources. More recently there has been recognition of the significant role people play in achieving Lean objectives. Numerous forces including a large number of global competitors and greater access to global markets; an increasing pace of knowledge, information, and technological advances; seemingly ever shortening product life cycles; as well as the recent and continuing global financial hardships have placed a premium on Lean practices.

This book promotes a framework of four necessary and interrelated Lean system elements: leadership, culture, teamwork, as well as more familiar practices and tools that contribute to the attainment of Lean objectives. Over the past 35 years there have been numerous articles and books written about Lean by practitioners and academicians alike. Each of these focuses on a small subset of Lean such as kaizen, practices, organizational culture, or Lean tools. These articles and books examine Lean in a variety of environments including manufacturing, service, administrative, health care, education, and others. Yet, none recognizes the importance of a systematic approach to Lean and the significant contributions people must make to achieve Lean objectives.

This book draws upon my 30 years of working with practitioners and academicians. It incorporates best practices learned from industry applications and theoretical writings. I have drawn much from my own experiences as well as authors from numerous disciplines that have shared their experiences. The intent is to offer a comprehensive explanation for all the necessary components of a Lean system.

This book presents an organized approach to explaining the elements of a comprehensive Lean system. The intended audience is wide, including practitioners in all fields as well as students in academia. Everyone should view himself as a student with this book offering something to reflect upon.

Chapter 1 presents an explanation of the integral Lean system elements, the phases organizations typically go through in Lean implementations, and offers a brief tracing of Lean historical development. Chapters 2–5 each examine one of the respective Lean system components, beginning with the most important, Lean Leadership, followed successively by Lean Culture, Lean Team, and then Lean Practices and Tools. Chapter 6 examines Total Quality Management, which is inseparable from any Lean implementation. Chapters 7 and 8 look at emerging Lean initiatives and offer insight into how Lean will continue to evolve over the coming decade.

I want to thank many people that have contributed to the development of this book. First, the Pawley Lean Institute at Oakland University should be noted for offering me an additional incentive to pursue this undertaking. Its founder, Dennis Pawley, has made significant contributions to promoting an enhanced understanding of Lean. Second, although too many to mention, I want to thank the numerous practioners and academicians that have contributed to my current understanding of Lean. Most important to me however is my family. Without its support, this book would not exist. To my wife Cindy and children Courtney, Robbie and Charlie, I love you all.

Gene Fliedner