ABSTRACT
It has been reported that about 70% of performance-improvement initiatives fail to achieve desired results. The primary causes are unrealistic expectations regarding effort and results and too much focus on short-term improvements instead of long-term capability building. Too many consultants and organizations stress the tools and the results they can achieve without considering the long-term implications. Success relies on focusing on both short-term gains and long-term culture change – That is, using the tools as the mechanism for change versus the objective of the change.
Lean Misconceptions: Why Many Lean Initiatives Fail and How You Can Avoid the Mistakes focuses on continuous improvement as well as the tools organizations can use to achieve long-term growth. Readers will gain new knowledge while also challenging their peers, seniors, subordinates, and their own thinking on Lean.
TABLE OF CONTENTS
section I|2 pages
Misconceptions, Where They Come from, and How to Overcome Them
chapter 1|18 pages
Misconceptions
chapter 3|14 pages
Where Should We Focus?
chapter 4|10 pages
A Brief History of Lean
chapter 5|12 pages
Dynamic Organizations
chapter 6|12 pages
The Principles within Lean
section II|2 pages
How the Tools Support the Learning Process