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Full Description
Cash is lying around everywhere in companies. It's in warehouses and on shelves, hiding in plain sight as inventory. It litters administrative offices, disguised as incorrect invoices, late billings, sloppy requests from salespeople. It sits in company lobbies waiting for sales calls to start. All that cash is retrievable - available for re-investment. Turn Waste into Wealth will help you get that cash by turning your organization into a Lean company.Mark DeLuzio, principle architect of the vaunted Danaher Business System that has led companies to world-class performance, presents hard-hitting advice and numerous case histories that will help you make your company Lean. You'll learn: Why Lean is the modern way to run any organization; What you must do to insure a successful Lean transformation; Lean accounting practices that promote Lean behaviors; How to identify and deal with Lean naysayers; Why LEAN does not mean "Less Employees Are Needed"; What and why to benchmark; The Lean formula for setting prices; How to deploy strategy in a Lean environment.Great companies continuously improve everything they do to increase shareholder returns. If you're new to lean or already using Lean practices, Turn Waste into Wealth will help you make your company great.
Contents
Foreword by Jeffrey J. FoxPart One: Lean Purpose1. Mountains of Money2. Lean3. The Lean Journey4. The Lean Transformation5. Lean's Good Numbers6. The New Cost Reduction Frontier: Using Lean to Cut Administrative Waste7. How to Enhance Your Culture with Lean8. Change from Problem Hiding to Problem Solving9. The 10%-80%-10% Population Rule10. How to Identify a Naysayer11. Ours Not to Reason Why, Ours But to Waste and DiePart Two: Lean Principles12. The Eight Deadly Sins of Waste13. The Leadership Rules of Lean14. Lean Transformations Are Not Pain Free15. LEAN Does Not Mean "Less Employees Are Needed"16. Never Tie Headcount Reductions to Lean17. Continuously Grow with Continuous Flow18. Customer Will Not Pay for Non-Value Activity19. Accounting for Lean20. How Traditional Accounting Promotes Accounting Waste and Costly Behaviors21. Don't Employ Purchase Price Variance22. New Lean Rules for Capital Expenditures23. You Can Teach an Old Dog New Tricks24. What and Why to BenchmarkPart Three: Lean Process25. The Five Whys: Too Much Pigeon Poop26. Standard Work is the Gold Standard27. TAKT Time is Money Time28. She Walked from San Diego to St. Louis in One Year and Never Left the Factory Floor29. The Blue Parts Cart: Or, Minutes Mean Big Money30. Don't Blame Manufacturing: Three Days Process Time, Eighteen Weeks Lead Time31. A Hospital Without Waste32. Don't Cherry-Pick Lean Tools33. Kaizen34. Kaizen Event Rules35. Lean Trumps Six Sigma36. The Problems with KanbanPart Four: Lean Profits37. The Lean Profit Formula38. Lean Distribution39. The Wallet40. The High Cost of Carrying Inventory41. Cross-Functional or Dysfunctional: There is No Choice42. Waste Mapping: Where to Deploy Value Streams43. Strategy Deployment44. Using Strategy Deployment to Save the Shad (a Metaphor)45. The Difference Between Strategy Deployment and Policy Deployment . . . And Why It Matters!46. The "Dees" and "Rees"Appendix A. The Lean Horizons Lean Sustainability System (LSS)Appendix B. The Lean Horizons Wealth Creation ProcessAppendix C. Lean Horizons BenchmarkingIndexAbout the Author
