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The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company, by Art Byrne
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About the Author
Art Byrne has been implementing Lean strategy in various U.S.-based manufacturing and service companies, such as Danaher Corporation, for more than 30 years, including The Wiremold Company, which he ran for 11 years. He now serves as Operating Partner at the private equity fi rm J. W. Childs Associates L.P.
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Product details
Hardcover: 224 pages
Publisher: McGraw-Hill Education; 1 edition (August 28, 2012)
Language: English
ISBN-10: 0071800670
ISBN-13: 978-0071800679
Product Dimensions:
6.2 x 0.8 x 9.2 inches
Shipping Weight: 1 pounds (View shipping rates and policies)
Average Customer Review:
4.7 out of 5 stars
58 customer reviews
Amazon Best Sellers Rank:
#76,426 in Books (See Top 100 in Books)
Top five reasons why I give five stars to this book:- It comes from a manager with close to 30 years of experience applying Lean in American companies.- It lists the most common obstacles that kill 93-95% of lean turnarounds, along with solutions to avoid/reduce them.- It explains Lean in very simple terms, with many supporting examples. It even provides checklists to follow!- It describes the virtues of improving processes, rather than managing the numbers at the end of each month.- It insists on the strategic nature of Lean, which reduces costs but also raises the top line.
Byrne say "Lean" is the strategy. While I am an ardent supporter of Lean thinking and almost everything Byrne suggests, I am pondering the notion that Lean is the strategy. Many venture-funded businesses would not see it this way, unless you make the argument that worthwhile start-ups are value-stream improvements by themselves ... that they exist only because of the "improvement" they contribute.What makes Lean hard to implement is obvious in reading this book. There is no measured way to do it. You are all-in ... or not. People who don't buy in lose their jobs. Organizational resistance is so great that the top person in the company must be personally involved. People do lose their jobs; Byrne suggests layoffs before you begin, then fill in with temporary help until you realize your gains.Interestingly, Byrne's greatest success was at Wiremold. However, when he left, the next management team undid (allowed the organization to undo) many of his gains. While this is evidence of the importance of the company leader, it also illustrates the reason more companies have not gone Lean--there is a shortage of strong-willed Lean leaders.I know he deliberately put "turnaround" in the title but I wish he hadn't. For those of us trying to sell Lean thinking, "turnaround" is a word that infers action many business owners won't admit they need. Lean Success might been a positive way to say the same thing.
I worked at Wiremold Co. when this happened and this book is mostly accurate. A great documentary of a true Lean turn around. I just wish other companies would do Kaizens like we did there instead of the typical college textbook Kaizens that they think they are doing now.
Not what I thought it would be....seemed more like a self-congratulations for his work and accomplishments. I did not finish reading it. Buy 2 Second Lean and The Toyota Way.
Art Byrne was written about in the classic business book, "Lean Thinking", and this book is about his lean journey and how you can use his experiences to leapfrog your competition. He is a rare individual who can speak with authority about the lean concept because he has lived it in his over 30 years of being on the shop floor. His topics cover the importance of organizing your people around your value stream, then implementing flow to your processes and then creating pull with your customers. His insights of the financial measurement systems was outstanding. This is a "must-read".
I think this book deserves the 5-Starts rating due to it's powerfull(=constant,insistent,persistent) message to CEO's and other similar business leaders:this book is dedicated to them,to open their mind and offer such powerfull arguments to start the Lean Journey.I am a Lean practitioner and ex-Plant leader;I started the journey before reading this book (I will not quote all other books on this subject which came into my hands and tought me what and how to do it;this is not a comparison review).Now I try to teach others;and I recommend this book as a starter because of it's strong message to the "Why" (do Lean) question.It gives business rational,it talks about setting an example by oneself,it tals about persistence and insistence.And it does not avoid the answer to the question"what if someone does not want to start this Journey".I invite you to start reading and find the answer.I found answers which I can use as examples when people ask me "why should we do Lean","what can it bring to me-I am a Sales guy,not in Manufacturing",and...,and..pick any example that you have heard yourself.And the author constantly keeps the mental connection with the CEO/Site leader,reminding him that he's the one to set the vision and give the example.By empasinzing this strong message,this "red line" one can see reading the book,I would not like to forget and minimize the practical way in which Art advises you to progress through the journey:there are plenty of good examples and there is a very simple and intuitive way in which he guides you through the Lean implementation.A must read for CEO's that care for their business.A good partner for practioners confronted day by day with naysayers.An excellent example of Knowledge Sharing.Thank you, Art.
I worked for Art while at Danaher as VP Ops for one of the tool group companies. He's always been a great student and teacher of "lean" principles. His approach is so practical and common sense based you find yourself agreeing with every point he makes.I was looking for THE book to put in the hands of the CEO's staff to get them fired up about accelerating our transformation. Art's messgae is so clear, so powerful that it could be just the catalyst I'm looking for.
Written in a conversational style, this book is a must-read for leaders contemplating a lean transformation effort. And by 'leaders', I mean C-level leaders as that is who Art talks to in their language, with their desires and language in mind.If you (or your boss) is wondering what lean can do for you, and what to expect if you decide to go that route (both in terms of the process and the outcomes), this is a must-read.
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