Description

In a world in permanent crisis, where change
is the norm, Lean becomes fashionable. It's
quite fun for an approach that has over sixty
years... But it's also an opportunity to hear
a lot of misconceptions about it. Sometimes
it is adorned with all virtues, and sold as a
ready-to-use wand, now it is accused of all
evils, guilty of serving the very short-term
financial interests.

Yet, companies who have chosen to
fundamentally transform it self, following the
Lean principles and investing first on women
and men, have, globally, and in the long term,
the best economic results.

But becoming lean, that's another thing to
make (or worse, to delegate!) Lean.

This book, with simple concepts and
illustrated with many examples, analyzes the
main misconceptions about Lean, taking each
time the views of managers and operational
concerned. It illuminates the point of view of
different experts on the subject, by showing
the complementarities of these approaches.

This is a simple and comprehensive
guide to understand Lean as an approach,
beyond the use of the most popular, (or more
mysterious) tools, decked out not always well-understood
acronyms (5S, VSM, Kaizen...).