Real Lean: The Keys to Sustaining Lean Management (Volume Three)

From the Shingo Prize winning author of Better Thinking, Better Results comes another self-published, digital print on demand piece of original thinking from Bob Emiliani. A practicioner, student of lean history and professor, Bob has been learning lean from the early days when the first Shingijutsu sensei ignited his interest in Lean. This book is a great read for executives; especially those who ponder the question how to make Lean sustainable. Bob promises no shortcuts and takes time to share not only his definition of Real Lean as opposed to the more commonly practices Fake Lean, but also to highlight the risks to sustaining Lean Management. The 20 pages of endnotes provide a valuable window into Bob's thinking as well as links to some Toyota principles which the other 100+ Lean books in my collection did not mention. Beware that Bob writes to learn and to help others to learn. His books, especially the last 5 after the Shingo prize winner are not for spectators, but for hands-on leaders and practicioners. Many readers who cannot keep their mind focused on the valuable reflective lessons are overwhelmed by the mistakes which he has not edited out. For those who can focus on reflection, I know of no other author who stimulates thoughts faster. Other works by Bob: Real Lean: Understanding the Lean Management System (Volume One) Real Lean: Critical Issues and Opportunities in Lean Management (Volume Two) REAL LEAN: Learning the Craft of Lean Management (Volume Four) Practical Lean Leadership: A Strategic Leadership Guide For Executives

The four books comprising the "Real Lean" series by Bob Emiliani are masterful and important. I would recommend that the executive leadership teams of any company with aspirations to using lean methods study these books carefully. The books do not have a simple formulaic set of steps to lean success - although there is plenty of practical advice from successful lean organizations - but raises the important and challenging questions. The success or failure of lean transformation starts and stops with the active, hands-on, commitment from the executive team. The move to lean management is at a crucial point within western organizations. According to one survey, 52% of US manufacturing companies are "going lean". Lean thinking is beginning to have an impact on service industries, banking, insurance, healthcare, and even construction. And yet the outcome of all this lean activity is paltry in comparison to the potential benefits that come to organizations truly embracing lean thinking and striving to become a lean enterprise. Emiliani's previous book - Better Thinking, Better Results - told the story of a company that truly embraced lean thinking and showed the radical impact on the company's operations, sales, growth, and financial results. Toyota continues to out-do it's competitors on almost every important aspect of it's business. And there are a many notable companies where true lean transformation has resulted in dramatic and consistent, long-term excellence. But these companies are the minority. One of the most important questions for US and European industry at this time is this: "What must be in place for us to become a truly lean enterprise?" The "Real Lean" series of books addresses this question. Those of us working with lean companies have seen countless examples of (what Emiliani terms) "fake lean". This is where the company has set up teams of people to implement the tools and methods of lean, but have made no fundamental change in the company's outlook or culture. Lean is thought of as a set of tools that can be applied to the company's operations; manufacturing, service, product development, and so forth. Middle managers are trained, and projects initiated. The projects are now called kaizens and improvement is made fast and furious. The result of these activities is that there is quick and tangible operational improvement, and everybody is pleased. But this does not lead to the radical and break-through changes accompanying "real lean". Why is this? The reason (in my opinion) for limited results is that this is not lean thinking at all. Lean thinking starts with a focus on customer value; fake lean companies continue to focus on the stock-price, profitability, and the owners. Lean thinking has an end-to-end focus on the value streams that create the customer value; fake lean companies do largely uncoordinated "point kaizen" improvement and speak about low-hanging fruit. Lean thinking requires a passionate commitment to flow;

Real Lean: The Keys to Sustaining Lean reads well and the content is very sound as it directly confronts the reality that Real Lean doesn't happen unless executives fully engage in the required conceptual, behavioral, and relational work. In a very real sense, the choice is between Real Lean and no lean. The 14 executive decision points, linked to shortcuts (fake lean)and commitment, seem sufficient, when well done, to sustain lean. I wonder who among the CEO class will self reflect enough to move ahead. Will they see the cause and effect relationship of simultaneously focusing on respect for people and continuous improvement? I look forward to hearing stories of those who do. Bob Emiliani has made a remarkable contribution through the years by providing a well researched solid conceptual and practical foundation for implementing and sustaining lean. This book continues his work of challenging us to strive for Real Lean. I highly recommend this book.

Real Lean Volume 3 continues with Emiliani's critical thinking about changes needed in industry and business. For the past 25 years there has been a realization and effort to change business leadership and practice for the better. While some progress has been made, it has not reach the level that it can and should reach. Emiliani discusses why and also look historically into answers to these issues. Our predecessors had the same issues and understanding of the same business problems, and they worked hard to resolve them, but, in the end, little changed. Emiliani discloses this situation and asks "why" and suggests we are headed down a similar path. He also proposes possible solutions to countering a repeat of this misdirection and gives clear direction on considerations leaders must take to make and sustain needed changes. Real Lean Volume 3 (and Volumes 1 and 2 for that matter) asks significant questions that must be answered. It gives clear direction on where industry and business should not go and where it should go. And Emiliani is currently the only one who is writing and discussing these critical questions and concerns, which must be addressed before business and industry will truly change. Real Lean Volume 3 continues to ask these pertinent questions and guide the reader toward the answers - and is an important and critical read for anyone truly interested in making change and sustaining it.