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Why Do 70% of Lean Transformations Fail? And What Can You Do to Avoid Becoming One of Them?
This book reveals the most overlooked reasons companies fail to achieve and sustain success with Lean-and more importantly, what to do instead.
Whether you're a CEO, improvement leader, or frontline manager, you'll discover:
Why Lean is not just a toolkit, and how copying tools leads to failure The role of leadership behavior and culture in sustaining results How Toyota built Lean on deep human development, not quick fixes Practical steps to develop leaders, align teams, and embed improvement
This is not just a book about Lean-it's a book about building an organization that thrives on continuous improvement.
More about this Book: Many businesses say that lean failed to meet their long-term objectives and that the improvements it brought about were only temporary. When businesses utilize lean as a toolkit, copying and pasting the methodologies without trying to adapt the employee culture, manage the improvement process, maintain the outcomes, and grow their leaders, 7 out of every 10 lean projects fail. The primary objective when the Toyota production method was developed was to eliminate wastes from the shop floor by utilizing some lean techniques and technologies. What wasn't made obvious was that Toyota would need to invest heavily in personnel development and training throughout a protracted leadership development process. An issue with management and leadership, as well as an incorrect understanding of human behavior and the necessary culture for success, is the failure to achieve and sustain improvement.
