549 Pages 79 B/W Illustrations
    by Productivity Press

    Performance management, the primary focus of a Lean organization, occurs through continuous improvement programs that focus on education, belief systems development, and effective change management. Presenting a first-of-its-kind approach, The Lean Management Systems Handbook details the critical components required for sustainable Lean management.

    Positioning Lean as a management operational philosophy far beyond the traditional set of improvement tools, the book explains how managers at all levels of the organization can integrate Lean into their daily management activities. It defines the Lean philosophy as well as the beliefs and behaviors required to develop a thriving Lean company culture.

    The book captures the essence of Lean learning and Lean doing and illustrates practical applications of Lean management. It begins by covering the basics that encompass Lean management and leadership in two critical areas: maintenance/control and improvement.

    After reading this book, you will better understand how to see waste, measure waste, eliminate waste, and develop an active change improvement workplace. You will also gain the practical understanding required to determine which Lean tool is best suited to your particular need for supporting an organization-wide management system.

    Expounding on essential Lean concepts, this is an ideal guide to help new managers and leaders make the transition from theory to successful application in the field. Complete with brief summaries and examples of the most important tools in Lean management systems development in each chapter, the book provides a reliable roadmap for deploying a Lean management system across your organization, and subsequently across your entire value stream.

    Introduction to Lean Management
    In a Nutshell
         Dawn of Lean Manufacturing 
         Porsche and the Lean Transformation
    Performance Management 
         Raw Material, Work-in-Process, and Finished Goods Flow 
         Operator Flow in Relation to Machines 
         Information Flow 
         Engineering Flow
    Asset Management
    Resource Management
         Cellular Manufacturing
    Risk Management
    Lean Management System Deployment Model 
         Lean Performance Management 
         Lean Workers Cross-Training 
         Change Management for Senior Management Teams 
         In-House Lean Deployment Projects 
              Toyota Lean Management System Explained 
              Lean Management and Green Revolution

    History Of Lean
    In a Nutshell
    Lean Techniques
    Venetian Arsenal (1104–1800)
    Eli Whitney (1792–1805)
    Eli Terry (1772–1852)
    Frederick W. Taylor (1856–1915)
    Frank Gilbreth (1895–1924)
    National Cash Register Company (1896)
    Henry Ford Sr. (1863–1947)
    Charles Bedaux (1887–1944)
    Walter L. Shewhart (1891–1967)
    Harold F. Dodge (1893–1976) and Henry Romig (1893–1972)
    Henry Ford II (1917–1987)
    Kaoru Ishikawa (1915–1989)
    Armand V. Feigenbaum (1922–Present)
    Taiichi Ohno (1912–1990)
    Shigeo Shingo (1909–1990)
    Phil Crosby (1926–2001)
    Process Benchmarking (1947–Present)
    Joe Juran (1904–2008)
    Yoji Akao (1928–Present)
    Ibm’s 1980S Approach to Quality Improvement
    W. Edwards Deming (1900–1993)
    Total Quality Management (1984)
    Eliyahu Moshe Goldratt (1948–2011)
    Fast Action Solution Technique (1980)
    Malcolm Baldrige National Quality Award (1987)
    Bill Smith (1929–1993)
    Lean Manufacturing (1988)
    Michael L. George (2002)
    Jeffrey K. Liker (2012)
    Lean Management Systems (2014)

    House of Lean (Foundations of a Lean Management System)
    In a Nutshell
    House of Lean Management 
         Transition to the House of Lean Management 
         Lean Activity Model
         A Framework for Lean Management Implementation 
         Inclusion of Lean Management System Indicators and Metrics 
         Conditions of a Lean Learning Enterprise 
         Lean Socio-Technical System 
         Lean Educational System 
         Lean Change Management
         Four Pillars of the Lean Management Model 
         Summary of the House of Lean Management
    Five Foundation Stones of the Lean Management System 
         Foundation Stone I: Process Management Excellence 
              Two Approaches to Process Management 
         Foundation Stone II: Project Management Excellence 
         Foundation Stone III: Change Management Excellence 
         Foundation Stone IV: Knowledge Management Excellence 
              What is Knowledge? 
         Foundation Stone V: Resource Management Excellence 
         Documents Needed for the Lean Management
         System Strategic Vision 
         Strategic Vision Sponsor’s Role
    Useful References and Associated Readings

    Lean Management Systems
    In a Nutshell
         Toyota Challenge 
         Views on Toyota’s Management
    Lean Management System 
    Defining Your Lean Management System 
         Lean Management System Scorecard 
         Learning Management Model (Senge) 
         Strategy Management Model (Jackson) 
              Nine Keys to Lean Management System 
              Control Points 
              How to Score 
              About the Score 
         Operations Management Model (Shingo) 
              Shingo Model Versus Common Practices 

    Lean Socio-Technical System: on Developing a Lean Culture
    In a Nutshell
         Lean Culture Defined 
         Psychological Human Needs
    Employee Behavior Drivers 
         Measures Drive Behavior
         Beliefs Drive Behavior 
         Motivation Defined 
         Motivation as the Driving Force 
         Fear Drives Behavior 
         Hierarchy of Needs
    Theory X and Theory Y Management Philosophies
    Key Social System Implementaion Challenges

    Lean Educational System
    In a Nutshell
    Lean is for Everyone
    Purpose of a Lean Educational System 
         Lean Education System Starts with Management
    Lean Education Strategy
         About Learning Management Systems
         Lean Management Education Description
    Lean Educational System: Lean Learning Cycle™ 
         Lean Learning Activities 
              Lean University 
              Employee Road Maps and Cross Training 
         Education Deployment (Hoshin Kanri) 
         Lean Educational System Definition 
         Knowledge Application (Kaizen) 
              Kaizen and You 
              Kaizen and Teams 
              Kaizen and Process Troubleshooting 
         Knowledge Sharing 
         Grading Outcomes
    Key Education System Implementation Challenges 
         Time and Resource Commitment 
         Discarding Old Beliefs 
         Transitioning to a Learning Organization

    Waste Identification
    In a Nutshell
    What is Variation? 
         How Do we Chart Variation? 
         Why is Understanding and Controlling Variation So Important?
    What is Waste? 
         Defining the Value-Added Work Components
    How Does Waste Creep Into a Process?
    Power of Observation
    Seeing with New Eyes 
         Waste 1: Overproduction 
              What Causes Overproduction? 
              How to Identify Overproduction
    Waste 2: Excess Inventories 
         What Causes Excess Inventory? 
         How to Identify Excess Inventory     
    Waste 3: Defects 
         What Causes Defects? 
         How to Identify Defects
    Waste 4: Extra Processing 
         What Causes Processing Waste? 
         How to Identify Processing Waste
    Waste 5: Waiting 
         What Causes Waiting Waste? 
         How to Identify Waiting Waste
    Waste 6: Motion 
         What Causes Motion Waste? 
         How to Identify Motion Waste
    Waste 7: Transportation
         What Causes Transportation Waste? 
         How to Identify Transportation Waste
    Waste 8: Underutilized Employees 
         What Causes Underutilized Employees Waste? 
         How to Identify Underutilized Employees Waste
    Waste 9: Behavior 
         How to Identify Behavior Waste

    Waste Quantification: Learning to Measure
    In a Nutshell
    Measurement Systems Theory 
         Lean Performance Measurement 
         From Lean Production to the Lean Enterprise 
              Assessing Your Current Measurement System 
              Technical Attributes of Lean Measures 
              Technical Attributes of Good Measures 
         Lean Production Measurement Process 
              Evaluating Your Lean Measures Technical Characteristics
              Policy Deployment Model 
              Ensuring Success of the Model in a Lean Environment 
              Technical Aspects of Lean Measures 
              Behavioral Attributes Associated with Lean Measures 
              Cultural Attributes Associated with Lean Measures 
              Performance Measurement and Lean Production Processes 
              Measurement Visibility 
         Measurement Relationships 
              Single Source of Measurement Information
    Measurement Systems Practice 
         Why Measure
    Types of Measures
    Measures and the Supplier–Customer Relationship
    Lean Measures Versus Non-Lean Measures
    How Lean is Your Current Measurement System
    Critical Components of the Lean Measurement System
    Selecting New Lean Measures
    Measuring Performance Over Time

    Lean Concepts, Tools, and Methods
    Traditional Organization Operational Philosophy
    Lean Operational Philosophy
    Lean Management Concepts 
         Value-Added Activities 
         No-Value-Added Activities 
         Business-Value-Added Activities 
         Waste Identification 
         Waste Elimination 
         Value Stream
         Value Stream Management 
         Continuous Flow
         Pull Systems 
         Point of Use Storage 
         Quality at the Source 
         5M’s: Materials, Machines, Manpower, Methods, And Measurements 
         Key Process Input Variables 
         Key Process Output Variables
    Lean Tools 
         5S Workplace Organization and Standardization 
              Just the Facts 
              5S Means Action 
              Common Omissions when Implementing 5S 
         Overall Equipment Effectiveness 
              Just the Facts 
              How to Use OEE 
              Applying OEE in Nonmanufacturing Environments 
         Mistake Proofing 
              Just the Facts 
              How to Use Mistake Proofing 
         Cellular Manufacturing 
              Just the Facts 
              How to Create Manufacturing Cells 
              Just the Facts 
              How to Use Kanban 
         Value Stream Mapping 
              Just the Facts 
              Managing With Maps 
         Visual Controls 
              Just the Facts 
              How to Use Visual Controls
    The Power of Lean Concepts and Lean Tools 
         Composite U-Cell Case Study 
              Lean Six Sigma Concepts and Tools Used Summary

    Three Faces of Change: Kaizen, Kaikaku, and Kakushin
    In a Nutshell
         Resistance to Change 
         Fear of the Unknown 
         Measurement Systems 
    Overcoming Resistance to Change 
         Leaving Old Beliefs Behind 
         Considering New Possibilities 
         Emergence of Lean Six Sigma
    Three Faces of Change 
         Kaizen: Continuous Improvement 
         Kaizen and you Method 
         Kaizen for Process Troubleshooting 
              Step 1: Go to Gemba 
              Step 2: Conduct Gembutsu 
              Step 3: Take Temporary Countermeasures on the Spot 
              Step 4: Find Root Causes 
              Step 5: Standardize to Prevent Recurrence 
         Kaizen Teams 
         Possible Target Areas for Kaizen Teams 
         Preparing for Kaizen 
         Team Member’s Roles in Kaizen 
         Overcoming Obstacles During Kaizen
    Kaikaku: Transformation of Mind 
         How do We Recognize Kaikaku (Transformation of Mind)? 
         Kaikaku in Cell Design 
         Kaikaku in Facility Layouts      
    Kakushin (Innovation) 
         The 20–20 Innovation Process

    Lean Thinking 101
    In a Nutshell
         Origins of Lean Thinking 
         Dell Lean Thinking Journey 
         Ebay Way to Lean Thinking 
         Microsoft Weighs in 
         Basic Values and Principles of Lean Thinking 
         Dreaming About Perfection 
         Apple and Perfection 
         Basic Principles of Lean 
         Add Nothing But Value (Eliminate Waste) 
         Center on the People Who Add Value 
         Flow Value from Demand (Delay Commitment) 
         Optimize Across Organizations

    Integrating Lean Management with DMAIC/DMADV
    In a Nutshell
    Goals of Lean Management
    Goals of DMAIC/DMADV Lean Management Systems 
         DMAIC Process Clarified… 
         Recap of How DMAIC Works 
         Dmadv Process Clarified for LMS 
         Overview of How Dmadv Works in LMS 
         Comparing DMAIC and DMADV-LMS* 
    Integrating Lean with DMAIC/DMADV 
         Lean DMADV-LMS Framework 
         Need for Tollgate Road Maps 
         DMADV-LMS Tollgate Road Map 
         Root Cause Analysis and Lean Management 
         Groups of Lean Management System–Related Root Cause Analysis Tools

    Integrating Lean and Theory of Constraints
    In a Nutshell
         Definition of Constraint
    Comparing Lean and Theory of Constraints
    Achieving Lean Effectiveness with Theory of Constraints
    Tips for Lean–Theory of Constraints Projects
    Theory of Constraints Critical Chain Project Management and Little’s Law
    Integrating Lean and Six Sigma Under Theory of Constraints Example

    Lean Management System: Organizational Master Plan
    In a Nutshell

    Phase I: Evaluate the Lean Management System Methodology 
         Activity 1: Starting the Interest in Lean Management Systems 
         Activity 2: Search for Knowledge on Lean Management Systems 
         Activity 3: Conducting the Lean Management System Assessment 
         Activity 4: Analyze Application of Lean Management System (Conceptual Evaluation) 
         Activity 5: Prepare Management Report (Deploying A Lean Management System) 
         Activity 6: Present Findings to Top Management
    Phase II: Define Opportunities within the Organization 
         Activity 1: Define the Key Controllable Factors and Develop an As/Is Statement for Each 
         Activity 2: Conduct a Study to Define and Quantify the Opportunities
         Activity 3: Compare to Present-Approved-Improvement Plan Projects to Be Sure There Is No Overlap 
         Activity 4: Present the Results to Top Management 
         Activity 5: Assign a Project Manager and Project Team 
         Activity 6: Approve Phase III Budget
    Phase III: Develop the Implementation Plan
         Activity 1: Develop Vision Statements for Each of The KCFS 
         Activity 2: Define Desired Behaviors 
         Activity 3: Prepare Individual Improvement Plans 
         Activity 4: Combine the Individual Improvement Plans 
         Activity 5: Prepare a Cost–Benefit Analysis (ROI) 
         Activity 6: Develop a Set of Performance Goals 
         Activity 7: Prepare the Lean Management System’s Project Plan 
         Activity 8: Present the Lean Management System’s Project Plan to Management 
         Activity 9: Include the Lean Management System’s Project Plan Into the Strategic Improvement Plan and the Organization’s Annual Operating Plan
    Phase IV: Implement the Lean Management System Plan 
         Activity 1: Assign Implementation Teams 
         Activity 2: Define What will Be Done with Surplus People 
         Activity 3: Assign a Project Manager to All Stand-Alone Projects Starting in the Next 6 Months 
         Activity 4: Measure and/or Define the As/Is Status 
         Activity 5: Form and Train the Implementation Project Teams and the Subproject Team Members 
         Activity 6: Conduct an Organizational Change Management Assessment And Develop Appropriate Mitigation Plans 
         Activity 7: Train the People Who are Impacted By the Change
         Activity 8: Implement the Change 
         Activity 9: Conduct Phase IV Tollgate
    Phase V: Measure the Results 
         Activity 1: Define What Measurement Should be Affected by Each of the Lean Management System
         Activity 2: Define What, Where, and How Improvement will be Measured 
         Activity 3: Define How Changes in Behavioral Patterns will be Observed 
         Activity 4: Develop and Implement the Reporting System
         Activity 5: Train the Related Personnel in How to Collect Data 
         Activity 6: Collect and Analyze the Data 
         Activity 7: Conduct the Phase V Tollgate 
         Activity 8: Reward the Installation and Lean Management System Teams Based on Their Impact
    Phase VI: Continuous Improvement 
         Activity 1: Sustaining The Gains 
         Activity 2: Ongoing Improvement

    The Need for Facilitation
    In a Nutshell
    What is Facilitation?
         Some Basic Definitions 
         When Facilitation is Appropriate
    Overview of Competencies and Characteristics
    Where Do You Stand as a Facilitator?
    What Specifically Comprises The Process of Facilitation? 
              Encouragement and Praise 
              Giving Feedback 
              Nonverbal Communication 
         Group Dynamics and Development 
         Simplify the Complex 
         Plan for, Structure, and Control Meetings and Lean Events 
         Provide a Safe Learning and Working Environment 
         Help People See and Understand 
         Help People Gather and Analyze Information to Drive Operational Improvements 
              Only Collect the Right Important Data 
              Be Concerned About Reliability and Validity 
              Get Help 
         Help People Make Decisions 
              Collaboration and Consensus 
              Force Field Analysis as a Powerful Tool 
              Multivoting as a Simple Technique for Helping A Team Reduce a Large Number of Ideas 
         Eliminating Non-Value-Added Activities 
         Focus on Process 
         Achieving Pull and Flow 
         Striving for Zero Defects

    Facilitating Lean Management Systems (Developing A Lean Culture and Change Management Environment)
    In a Nutshell
    Lean Culture Development 
         David Mann’s Lean Culture
    Change Management 
         Managing Transitions Model
         Process of Transitions 
         Helping Others to Change 
         Managing Complex Change
    Facilitating Lean Management 
         The Facilitators Guide to Lean Management 
         Organizational Levels and Alignment
    The Organization as a System 
         The Processing System Hierarchy Model
              The Organization as Systems Thinking
         Approach, Deployment, Learning, and Integration 
         Dmaic Roadmap 
         Leader Standard Work 
         Daily Accountability Process 
         Visual Controls
    Some Tools to Facilitate Lean Management System Annual Improvement Projects 
         Use of Project Charters 
         Project Selection Matrix Template 
              Quality In Daily Work Accountability

    Epilogue: The Shadow of the Leader in A Systems Thinking Environment


    Richard M. Charron is the founder and president of The Lean Manufacturing Group, a South Florida company that provides a number of hands-on Employee Learning & Lean Implementation programs focused on waste elimination, productivity improvement, and profitability enhancement. He is a Certified Master Black Belt in Lean Six Sigma Excellence from the Harrington Institute. He has trained and coached over 100 teams in Lean manufacturing, Lean Six Sigma, and Kaizen events generating savings over $25MM. In conjunction with Strategy Associates, he completed a three-part DVD series on Lean concepts for the University of Central Florida. His expertise is in process performance excellence, Lean Six Sigma, Lean manufacturing, design for manufacturability, problem solving, product and process failure analysis, products development, and performance testing. Mr. Charron earned BS and MS degrees in plastics engineering from the University of Massachusetts. His MS Thesis "Product Liability in the Plastics Industry" is a survey of our legal system that spans the impacts of unsafe products and the ever-changing legal uncertainties. He is the author of a dozen technical publications on product quality, products performance testing, and products failure analysis.

    In the book, Tech Trending, H. James Harrington was referred to as "the quintessential tech trender." The New York Times referred to him as having a "… knack for synthesis and an open mind about packaging his knowledge and experience in new ways—characteristics that may matter more as prerequisites for new economy success than technical wizardry…." Tom Peters, the author, stated, "I fervently hope that Harrington’s readers will not only benefit from the thoroughness of his effort but will also ‘smell’ the fundamental nature of the challenge for change that he mounts." William Clinton, past president of the United States, appointed Dr. Harrington to serve as an Ambassador of Good Will. It has been said about him, "He writes the books that other consultants use." Harrington Institute was featured on a half-hour TV program, Heartbeat of America, which focuses on outstanding small businesses that make America strong. The host, William Shatner, stated: "You (Dr. Harrington) manage an entrepreneurial company that moves America forward. You are obviously successful."

    Dr. Harrington now serves as the chief executive officer for the Harrington Institute. He also serves as the chairman of the board for a number of businesses. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or COO, resulting in a major improvement in its financial and quality performance.

    In February 2002, Dr. Harrington retired as the COO of Systemcorp A.L.G., the leading supplier of knowledge management and project management software solutions when Systemcorp was purchased by IBM. Before this, he served as a principal and one of the leaders in the Process Innovation Group at Ernst & Young; he retired from Ernst & Young when it was purchased by Cap Gemini. Dr. Harrington joined Ernst & Young when Ernst & Young purchased Harrington, Hurd & Rieker, a consulting firm that he started. Before that, he was with IBM for over 40 years as a senior engineer and project manager.

    Dr. Harrington is the past chairman and past president of the prestigious International Academy for Quality and of the American Society for Quality Control (ASQC). He is also an active member of the Global Knowledge Economics Council.

    H. James Harrington was elected to the honorary level of the International Academy for Quality, which is the highest level of recognition in the quality profession. Dr. Harrington is a government-registered quality engineer, a certified quality and reliability engineer by the ASQC, and a permanent certified professional manager by the Institute of Certified Professional Managers. He is a certified Master Six Sigma Black Belt and received the title of Six Sigma Grand Master. He earned an MBA and PhD. in engineering management and a BS in electrical engineering. In 2013, the Degree of Doctor of philosophy was conferred on him by the Sudan Academy of Sciences for his "immense contributions, remarkable achievements, and distinguished accomplishments in the field of quality management, business excellence, and innovation, covering wider range of geographical locations and countries.

    His contributions to performance improvement around the world have brought him many honors. He was appointed the honorary advisor to the China Quality Control Association, and was elected to the Singapore Productivity Hall of Fame in 1990. He has been named lifetime honorary president of the Asia Pacific Quality Control Organization and honorary director of the Association Chilean de Control de Calidad. In 2006, Dr. Harrington accepted the honorary chairman position of Quality Technology Park of Iran.

    H. James Harrington has been elected a fellow of the British Quality Control Organization and the ASQC. In 2008, he was elected to be an honorary fellow of the Iran Quality Association and Azerbaijan Quality Association. He was also elected an honorary member of the quality societies in Taiwan, Argentina, Brazil, Colombia, and Singapore. He is also listed in the "Who’s-Who Worldwide" and "Men of Distinction Worldwide." He has presented hundreds of papers on performance improvement and organizational management structure at the local, state, national, and international levels.

    Frank Voehl was certified as a Grand Master Black Belt in Lean Six Sigma and Organizational Excellence Senior Counselor in process and innovation performance excellence, Lean Six Sigma, design for Six Sigma, Lean manufacturing, problem solving, accelerated performance improvement, and policy deployment. He has 35 years of practical experience in leadership for process enhancement, change management, and program development and operations leadership at FPL’s QualTec as COO, Strategy Associates CEO/ president, and COO/chancellor of the Harrington Institute. He is an expert in the application of the process enhancement, and innovation tools and methods. He trained and coached over 300 teams in Lean manufacturing, problem solving, rapid process improvement, and process management. These teams generated savings over $120MM annually. He is a noted author and series editor of over 30 books and hundreds of articles and technical papers in the field of business management and improvement. He provided input on the original design of the Malcolm Baldrige National Quality Award and facilitated its crossover to other nations and regions, including the Bahamas, South America, Europe, and the Czech Republic.

    Hal Wiggin is a Certified Six Sigma Master Black Belt who has been involved in government and agency organizational development and process improvement activities for over 30 years. He was the director of Planning and Quality Improvement for the Broward Children’s Services Council and regional manager of Performance and Planning for the Florida Department of Children and Families. He was a senior examiner for the Florida Sterling (Baldrige) Council. He started his career as a mental health counselor and school psychologist before completing a doctoral program in educational leadership. He is a planner, trainer, and quality improvement professional. Besides Lean Six Sigma, he has specific expertise in strategic planning, measurement systems, situational leadership, coaching, and group facilitation. He is currently helping Nova Southeastern University develop and implement a new Lean Six Sigma program. He is an adjunct assistant professor in the College of Osteopathic Medicine and he consults in health care, government, and other industries.

    "... a valuable training aide to those contemplating the use of lean management or desiring a reasonably thorough refresher on lean management concepts. For those who have no background in lean management, this text provides an excellent and thorough introduction. ... Overall, The Lean Management Systems Handbook is a reasonably priced text that provides a fine overview of Lean management and has sufficient detail to enable the reader to grasp most of its theory and requirements."
    Jerald Silverman, DVM