Foreword

Something deep inside of almost every person tells us that it is good to improve. It is better to move forward than it is to move backward. It is better to move faster than slower. Personal contribution to a relentless pursuit of perfection is perhaps the most exhilarating thing that can happen to an individual, followed closely by being recognized for that contribution.

I love being a part of an organization that has its roots in recognition. Recently, we substantially raised the bar for what is required to receive a Shingo Prize to include an evaluation of the culture. Many very experienced Lean leaders, when first exposed to this much higher standard, strongly advised against what we were attempting to do. They said, “The standard is too high; no one will be able to meet it. Your expectations are far greater than almost any organization is capable of performing.” This was exactly what we wanted to hear.

We knew that something had to shake business out of the wasteful cycles of program- and tool-oriented improvement initiatives that have become commonplace. In my role as executive director of The Shingo Prize for Operational Excellence (named for Japanese industrial engineer Shigeo Shingo who distinguished himself as one of the world’s thought leaders in building operational excellence), I have observed firsthand the many failed improvement programs that have come and mostly gone in most organizations all over the world. “flavor of the month” is the universal descriptor for these initiatives.

Everyone seems to recognize this wasteful practice, but few know how to stop it. Each new flavor seems so attractive, so logical! Doing nothing is never an attractive option, so in we jump, hoping against hope for a different outcome. Lean has the potential to become one such flavor.

This new edition of Lean For Dummies goes a long way toward exposing the necessities of a successful Lean deployment. The authors not only teach the tools and methodologies associated with Lean, but more importantly help to make the connections between the tools and techniques and the principles and concepts behind them. Shigeo Shingo said, “It is not enough to teach people how to do something; they need to know why.” Correct principles are “the why.”

When people understand “the why” behind “the how,” they become empowered to act independently and to take initiative. Creating a culture of Lean requires every single individual in an organization become fully engaged in continuous improvement. When people understand the principles behind the tools, they become capable of innovating the application of the tools to their unique problems. One successful improvement followed by another, slightly different, and then another, different yet, unleashes a continuous flow on innovation, enthusiasm, and commitment to a never-ending journey.

No one that has tasted the fruit of continuous improvement can ever again be satisfied in an environment of mediocrity and stagnation. Associates who learn the principles and tools associated with Lean become change agents, leaders, inspirational and powerful. This happens from the very top of an organization to the very bottom. I have observed over and over that a powerful leader at the bottom of the organization is no less impactful than one at the top.

This second edition of Lean For Dummies rightfully acknowledges that organizations cannot afford to implement Lean the same way they implemented JIT, TQM, and a plethora of similar programs. By emphasizing Lean principles and insisting on cultural transformation, Sayer and Williams empower the reader to break the cycle of failed programs and create a lasting culture of continuous improvement.

Robert D. Miller Executive Director, The Shingo Prize for Operational Excellence