The Going Lean Fieldbook

Book description

In Going Lean, author Stephen A. Ruffa introduced the groundbreaking principles of Lean Dynamics, revealing how leading companies go beyond chasing the most visible outcomes of lean to address the disconnects that cause operational waste to accumulate. Illustrated by compelling cases and clear examples, The Going Lean Fieldbook provides a logical structure and practical advice for applying lean principles throughout the organization. Useful as a stand-alone implementation guide and as a training resource, the book maps out a set path toward reaching a series of critical transformation levels, detailing the activities and the hazards that can derail the journey at each point along the way. Readers will learn how to promote stability, consistency, and innovation by first conducting a “dynamic value assessment” and attaining the buy-in that is critical to making business improvements work. Based on lessons of real-life firms from different industries that have successfully implemented lean methods, this is an in-the-trenches manual for anyone who wants to energize their organization.

Table of contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Dedication
  5. Contents
  6. Preface
  7. Introduction Solving the Problem with Lean
    1. The Dynamic Basis for Lean
    2. How to Use This Book
  8. Part 1 A Case for Change
    1. Chapter 1 Redefining the Competitive Solution
      1. Seeing Beyond Stability
      2. Approaching Lean as a Dynamic Business Solution
    2. Chapter 2 Creating a Sense of Excitement
      1. Setting a New Course
      2. Establishing a Dynamic Vision for the Future
    3. Chapter 3 The Road to Lean Advancement
      1. Beginning the Journey
      2. The Five Levels of Lean Maturity
  9. Part 2 Structuring for Lean Dynamics
    1. Chapter 4 Building a New Foundation
      1. Seeing Beyond the Waste
      2. Assessing the Foundation of Value Creation
    2. Chapter 5 Organizational Flow as the Pathway to Lean
      1. Simplifying Through Decentralization
      2. Establishing Organizational Flow
    3. Chapter 6 Targeting Transformation
      1. Creating Solutions, Not Chasing Problems
      2. Transforming from the Top
  10. Part 3 In Pursuit of Sustainable Excellence
    1. Chapter 7 Taking Action
      1. An Iterative Cycle to Advancement
      2. Advancing Up the Levels of Lean Maturity
    2. Chapter 8 Shattering the Barriers to Innovation
      1. Leaning Product Development
      2. Innovation as an Ongoing Enterprise Focus
      3. Seeing Product Design as an Integral Part of the Solution
    3. Chapter 9 Finding Opportunity in Crisis
      1. A New Model for Creating Value
      2. Fostering Dynamic Customer Solutions
    4. Chapter 10 Rethinking Tradition
      1. Choosing a Path
      2. Seeing the Art of the Possible
    5. Appendix A A Framework for Conducting the Dynamic Value Assessment
      1. Baselining Dynamic Value Creation
      2. Determining the Starting Point
      3. Identifying the State of Lean Maturity
    6. Appendix B Constructing the Value Curve
      1. The Elements of the Value Curve
      2. Performing Value Curve Calculations
      3. Interpreting the Value Curve
  11. Glossary
  12. Notes
  13. Index
  14. About the Author

Product information

  • Title: The Going Lean Fieldbook
  • Author(s): Stephen A. RUFFA
  • Release date: December 2010
  • Publisher(s): AMACOM
  • ISBN: 9780814415702