LeanForDummies®,2nd
Edition
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TableofContents
Introduction
AboutThisBook
ConventionsUsedinThisBook
FoolishAssumptions
HowThisBookIsOrganized
PartI:LeanBasics
PartII:TheLeanCulture
PartIII:UnderstandingFlowandtheValue
Stream
PartIV:TheLeanToolbox
PartV:TheLeanEnterprise
PartVI:ThePartofTens
IconsUsedinThisBook


WheretoGofromHere
PartI:LeanBasics
Chapter1:DefiningLean
WhatIsLean?
ThelogicofLean
WhereisLean?
WhatLeanisnot
WhatmakesLeansospecial?
TheLeanPedigree
ToyodaandOhno

TheToyotaProductionSystem
LeanandtheWorldofContinuous
Improvement
SixSigma
LeanSixSigma
BusinessProcessManagement(BPM)
Chapter2:TheFoundationandLanguageofLean


UnderstandingLeanBasics
Creatingthefoundation
LearningfromTPS
Buildingonthefoundation
WasteNot,WantNot
Muda,muda,muda
Allinthefamily
PartII:TheLeanCulture
Chapter3:LeanintheOrganization:Principles,
Behaviors,andChange
AssessingOrganizationalCulture
Willtherealprinciplespleasestandup?
Gettingtheculturetothestartingline
Measuringthegap
ChangingtheOrganization
Goingthroughthefivephasesofchange
Hurdlingroadblockstosuccess


LeanStateofMind
Chapter4:PowertothePeople

TheHumanSideofChange
Changeandtheindividual
Changeandtheteam
Changeandthemanagers
Chapter5:GoLean:ImplementationStrategy,
Startup,andEvolution
PreparingtoGoLean
Startingfromthetop
CreatingtheLeaninfrastructure
FindingtheMasterandDevelopingthe
Students
TheLeansensei
Leanstudents
BeginningtheJourney:TheLeanRollout
Mindingthebigpicture


Pickingthestartingpoint
Creatingawareness
Avoidingprogram-of-the-monthsyndrome
Measurements:Theenterpriseataglance
LivingLean
TheLeanevolution
Unleashingthemindsetofkaizen
Facilitatingwithfinance
NowIamthemaster
PartIII:UnderstandingFlowandtheValueStream
Chapter6:SeeingValuethroughtheEyesofthe
Customer
WhatIsValue?

ToAddValueorNottoAddValue,ThatIsthe
Question
Definingvalue-added
Definingnon-value-added
Whennon-value-addedseemslikevalueadded


UnderstandingHowtheCustomerDefines
Value
Uncoveringtheelusivecustomer
Consideringcustomervalue
UnderstandingHowtheConsumerDefines
Value
Respondingtotheconsumer
Understandingwhatconsumersvalue
Chapter7:YouAreHere:MappingtheCurrent
State
IntroducingtheValueStream
Visualizingthevaluestream
TheFundamentalsofValue-StreamMaps
Mapreading101
Thepurposeofavalue-streammap
Thepeoplewhouseavalue-streammap
Theelementsofavalue-streammap
PackYourBags:WhatYou’llNeedtoGet


Started
Identifyingthenaturalowner
Gatheringthecrew

Usingmappingtools
Gatheringsupportinginformation
Premadegourmetsalads:Avaluestream
casestudy
HittingtheRoad:CreatingtheCurrent-State
Value-StreamMap
Identifyingtheactivities
Qualifyingandquantifying
Determiningtheinformationflow
SummingUptheProcess
Theboxscore
Takttime
ChecktheChart:ValidatingtheValue-Stream
Map
Chapter8:ChartingtheCourse:UsingValueStreamMaps


InvestigatingtheValue-StreamforClues
Roundinguptheusualsuspects
Analyzingfromdifferentperspectives
Evaluatingtheevidence:Ananalyzed
example
PaintingaPictureoftheFuture
Creatingtheideal-statevalue-streammap:
Long-termvisionofpossibilities
Steppingclosertoperfection:Thefuturestatevalue-streammap
CreatingtheMosaicofContinuous
Improvement:SettingtheStageforKaizen
Lookingtowardtheannualhorizon
Future-stateimplementations

Chapter9:FlowingintheRightDirection:Lean
ProjectsandKaizen
Kaizen:AWayofLife
Kaizen:Thephilosophy
Kaizeninaction


ImprovingtheValueStreamwithKaizen
Selectingprojects
Projectmethodology
Individualprojects
Groupprojects
Kaizen:TheWorkshop
Planningthekaizenworkshop
Conductingthekaizenworkshop
Sustainingthekaizen-workshopgains
PartIV:TheLeanToolbox
Chapter10:CustomerandValue-StreamTools
CommuningwiththeCustomer
Capturingthevoiceofthecustomer
Understandingcustomersatisfaction
Sizingupthecompetition
WorkingwiththeValueStream
Quantifyingthevaluestream
OnthecaselikeSherlock:Investigating


yourvaluestreamlikeadetective
AheadoftheCurve–Using3P
WorkingwithSoftwareTools

Chapter11:FlowandPullTools
Flow
Smoothingthewaters—5S(plusone)
Takeone,makeone
Preventingblockagestoflow
Pull
Smoothingoutthebumps
Signalingreplenishment
Changinglogistics
Chapter12:PerfectionTools
BeginningwithStandardizedWork
Guidingrulesforstandardizedwork
Implementingstandardizedwork
ImprovingwithKaizen


Thekaizenevent
SeeingwithVisual-ManagementTools
Andon
Displayboards
Cross-trainingcharts
ResolvingissuesusingA3
EverydayImprovementTools
The5Whys
Thesevenbasictoolsofquality
UsingQualitativeTools
Chapter13:ManagementTools
ManagingStrategy
Hoshin:balancedplanning
TheBalancedScorecard

GoandObserve
Thepowerof3Gen
Gembawalks


ManagementInformationTools
Leanprocessfacilitationsoftware
Spidercharts
VisualizingProcesses
BusinessProcessManagementsoftware
PartV:TheLeanEnterprise
Chapter14:LeanwithintheEnterprise
LeanEnterpriseManagement
It’saLean,Lean,Lean,Leanworld
It’sAllabouttheCustomer
Marketingthecustomer
Sellingthecustomer
Servicingthecustomer
SatisfyingtheCustomerThroughProductsand
Services
Thesystemsapproach
Hearingthevoiceofthecustomer
Front-loadingtheengineeringprocess


Rigorousstandardization—formaximum
flexibility
Designingformanufacture
Built-inlearning
Whentheproductissoftware

LeanProductionProcesses
LeaningUptheSupportFunctions
Leaninhumanresources
Leanfinanceandadministration
LeanIT
LeanSupplierManagement
Behavingasone:Thearchitectureof
supply
Bindingthelinks
Letitflow
Logistics
Positioningstockstrategicallyinthechain
Chapter15:LeanacrossIndustries
StartingwithWhat’sCommon
LeanManufacturers


Frombatchtoflow
Reducinginventory
Kanban,just-in-time,andthepullsystem
Volumeandvariety
LeaninServices
Commercialservicesvs.internalservices
Aserviceisaproduct!
Thesevenformsofservicewaste
ImprovingservicestheLeanway
TransactionalLean
LeaninHealthcare
ImprovinghealthcarethroughLean
Definingwasteinhealthcare

LeaninGovernment
LeaninRetail
LeanEverywhere
Chapter16:Real-LifeLean
ImprovingHealthcare
Laboratoryqueuingandworkflow


Gettingnewconsumerstoshow-upto
scheduledappointments
SMEDoperatingroomturnaround
FirstKaizenExperiencewithaPost-Merger
Team
Initialconditions—beforekaizen
Kaizen:People,process,andattitude
Futurestate—afterkaizen
LeanReductionofCallCenterAttrition
Characterizingtheproblem
TheLeanteam’ssolution
PartVI:ThePartofTens
Chapter17:TenBestPracticesofLean
FeeltheForce(oftheCustomer),Luke
PeopleFirst–andForemost
GenchiGenbutsu
TheArtofSimplicity
AtaGlance
StepbyStep,InchbyInch


The(Standard)Way

TurnOveraRock
FollowtheValueStream
TheBalancedDiet
Chapter18:TenPitfallstoAvoid
ShinyObjects
WhyDoThis?It’sJustNotForUs
Complacency
Same-OldSame-OldSeniorManagers
StuckintheMiddleAgain
It’saQuickFix!
Cherry-Picking
PlayingtheShellGame
TheGreaseMonkeys
BeansAreBeans
BusyBees
Chapter19:TenPlacestoGoforHelp
BooksandPublications
OnlineInformation
BlogSites
ProfessionalSocietiesandAssociations
ConferencesandSymposia


Consultants,Facilitators,andTrainers
LeanPeriodicals
SoftwareProviders
Practitioners
RelatedGenres
Glossary
CheatSheet



LeanForDummies®,2nd
Edition
byNatalieSayerand
BruceWilliams


LeanForDummiesđ,2ndEdition
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AbouttheAuthors
NatalieJ.SayeristheownerofI-Emerge,anArizona-based
globalconsultancy,andco-authorofLeanForDummies,1st
Edition.Shehastraveledtheworldextensively,workingwith
leadersinEnglishandSpanishtoimprovetheirdailylives,

businesses,andresults.Nataliebeganstudyingandapplying
LeanintheautomotiveindustryintheUnitedStatesand
MexicobeforeitwasformallyknownasLean.Shehastrained,
coached,mentored,androlleduphersleevestoimplement
LeaninorganizationsrangingfromFortune130companiesto
micro-businesses.
Shebringsauniqueblendofpeople,process,andcultural
skillstoeveryproject.NataliehasaBachelorofMechanical
Engineering,aMastersofManufacturingSystems
Engineering,isagraduatefromCoachu,aprofessional
speaker,aSixSigmaBlackBelt,aGlobalLeadership
ExecutiveCoach,andanactress.Sheisapassionatepeople
personwholivesherlifewiththeconvictionsthat“thereis
alwaysabetterway,”“changewon’thappenwithoutthe
people,”“adjustyourselfaccordingly,”and“learnfromevery
lifeexperienceandmoveon.”
“Tostrive,toseek,tofindandnottoyield”—Alfred,Lord
Tennyson
BruceWilliamsstrivesforperfectionandaddedvalueasa


scientist,educator,consultant,entrepreneur,andexecutive.
LeveragingtheLeanprincipleofstandardizedwork,thisis
nowhisseventhForDummieswork,datingfrom2005,on
topicsincludingSixSigma,Lean,BusinessProcess
Management,andProcessIntelligence.
Hisundergraduatedegreesinphysicsandastrophysicsfrom
theUniversityofColoradotestifytohisearlypassionto
uncovertheultimatenatureofrootcause.Hethenwasa
scullerinthevaluestreamofaerospacesystems,whereheshot

therapidsinthetumultuouswhitewateroftheHubble
Telescopeprogram.Withgraduatedegreesintechnical
managementandcomputerengineeringfromJohnsHopkins
andtheUniversityofColorado,Brucethenelevatedhisvalue
streamroletotugboatcaptain,leadingandmanagingtechnical
teamsandprojects.
Decadesofkaizeninspiredhiscontinuousjourneythrough
hightechnology,software,processimprovement,andstrategic
management.Akaikakumomentonceunleashedhis
entrepreneurialselfin1999;heisnowchartingthedeeper
value-streamwatersasanexecutivewithSoftwareAG.
Heliveswithhisstandardfamilyintheruraldesertfoothillsof
northernScottsdale,Arizona,flowingjust-in-timevaluein
responsetotheircontinuousdemandpull.Heregularlysuffers
themuriof5S’ingaroundthehouseandoccasionallypursues
theunattainableidealstateofpargolf.