August 2012
Intermediate to advanced
272 pages
5h 15m
English
book
The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company
by Art Byrne, James P. Womack
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CHAPTER 7
What Lean Leaders Do
Implementing a Lean strategy takes time. It is a journey, not a sprint. As a result, without strong, committed leadership over a long period of time, most Lean transformations will fail. Introducing Lean is one thing, but keeping it going is where the leadership work is really required. CEOs are rarely interested in such radical change in the first place (they are busy), but the real challenge comes from their need to shift from managing to leading in order to have any chance of success. As a Lean leader, you will have to lead from the front in a hands-on way. Constantly insist on the Lean fundamentals (takt time, one-piece flow, standard work, and pull). Be willing to take a lot of “leaps of faith” to achieve extraordinary ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.