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The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company by James P. Womack, Art Byrne

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CHAPTER 1

My Lean Journey

I started out just like you: a traditional management guy. My first exposure to Lean at GE was very small and narrow, but the strategic implications were huge. I wanted to do more, but I needed to learn more first, and at Danaher, I was fortunate to be able to work with the experts from Shingijutsu, who helped me understand how to start kaizen. I learned this approach in depth by forcing myself to be on lots of kaizen teams. I was the group executive, and I could have avoided this by delegating the kaizen work to someone else. That would have been a colossal mistake—and one that I hope you don’t make. As a result, by the time I got to Wiremold and J. W. Childs, I knew not only what to do but how to go about it, how to ...

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