What really matters in Lean implementations
Manfred Oertle has been supporting lean projects in companies from various industries for years. In the process, he has learned how lean can be successfully introduced - and what can cause it to fail. He passes on this knowledge in his latest book.
Ludwigsburg: LOG_X Verlag GmbH
ISBN 978-3-932298-60-8
160 pages, 23 illustrations, 49.00 Euro (D), 50.60 Euro (A)
It is not uncommon for the introduction of lean management to end in total frustration for all involved - combined with the feeling that everything has become worse. This failure of a good idea has three main causes: First, there is often an incorrect understanding of what lean is and does. Second, managers often turn their backs on the topic. Third, people hope for quick successes and lose sight of the long-term goal.
It is this short-sightedness in particular that experienced management consultant Manfred Oertle takes aim at in his book "Die Lean Reise. Successfully transforming companies". His credo is that lean should not be defined and managed as a cost-cutting project, but has the character of a profound change process. With all the consequences. Oertle is convinced: "In connection with Lean methods, people like to pretend that all problems in the company can be solved with the right methods and tools. However, this is wrong. Numerous failed implementations show that the greatest lever for success is not the methodology but, in addition to the right understanding of lean, the correctly understood leadership role. Above all, lean requires the staying power of a change journey, not the staccato pace of cost-cutting projects."
The book is published by LOG_X Publishing HouseLudwigsburg, and is aimed at executives and change managers.
