FOR SOME READERS, calling this a “fieldbook” will set the wrong expectation. To them, the term might imply a step-by-step guide to going lean; they might expect to find little more than a compilation of templates and checklists for implementing today’s proliferation of discrete tools and activities whose direct application seems too often interpreted as the path to “leaning” the corporation.

The Going Lean Fieldbook does not follow this model.

Those who read my previous book, Going Lean, will recognize that such a focus would not make much sense. Going Lean showed that a much more complex context exists; that using a direct, “cookbook” approach for applying the techniques and practices made famous by Toyota is not the answer. It showed ...

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