Applied Lean Business Transformation: A Complete Project Management Approach

Dennis P. Hobbs

sept 2011 · J. Ross Publishing

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The advertised benefits and those being touted from numerous Lean factories today are just too great to ignore. Not only can companies save time and money and increase market share, but they can achieve product differentiation from their competitors, which is the single best reason for implementing Lean. Applied Lean Business Transformation was written for manufacturers who have taken the initiative to implement a Lean operating system but haven't achieved the expected results, and for those convinced of the benefits of Lean but don't know how to go about achieving a successful Lean transformation. Often, fear of a new system causes a guarded, conservative, safe, minimum to low risk approach to be taken. An approach to business transformation so safe that no traditional systems are challenged will no doubt result in few benefits being achieved. Applied Lean Business Transformation is presented in three parts. Part One explains the decision-making process for determining whether a Lean business transformation is a good solution for your enterprise. Part Two explains the mechanics of the Lean transformation process. Part Three discusses the need to change goals to support the Lean operating system with new performance measurements to re-enforce Lean throughout the enterprise. This unique guide also includes the means for estimating realistic operational benefits, return on investment, and potential increased product or service market share. 

Key Features: 

--Supplies the decision-making tools for determining whether the transformation to a Lean operating system is a good solution for an organization compared with their current system or alternative strategies 

--Provides a series of objective, scientific and mathematically modeled practical techniques presented in chronological order so that a Lean transformation can be implemented throughout an enterprise and its supply chains using good project management practices without the aid of a consultant 

--Explains why many organizations are achieving only modest results from their Lean efforts and what they need to do to achieve truly great ones