To Get More Profits from Continuous Improvement, Get This Book
Jim Womack, founding CEO and now senior advisor at the Lean Enterprise Institute, tells attendees at the Lean Transformation Summit, about the very practical business improvement book The Work of Management by Lantech CEO Jim Lancaster. Lantech, an early adopter of lean management, was one of the case study companies featured in the 1996 business best-seller Lean Thinking by Womack and Dan Jones.
In the 1990s, Lantech enjoyed success after success as it converted operations from wasteful batch production to efficient flow production. Lead times and costs shrank. Manufacturing velocity and quality grew. Millions of dollars in inventory were freed up.
Lantech’s turnaround was featured in the Harvard Business Review. Groups of executives, managers, and continuous improvement practitioners visited the mid-sized capital equipment maker in Louisville, KY, to learn how a company committed to continuous lean improvement operated. Lantech was an American manufacturing success story. Or so it seemed.
Bur when the groups left, Lancaster was trying to solve two mysteries that were deepening over the years:
• If we’re so good at continuous improvement, why aren’t profits better?
• And why do kaizen improvements deteriorate so quickly?
He answers those questions in The Work of Management. On one level it’s a practical, in-depth, description of a method manufacturers can all use to create the stable and sustainable lean management system that quadrupled Lantech’s profits. On another, it’s the inspiring story of Lancaster’s personal transformation as a leader and manager.
Get a copy now to start making your continuous improvement efforts pay off like they should: lean.org/Bookstore/ProductDetails.cfm?SelectedProductId=410