This book helps business leaders see how employees, companies, and
missions all interact with each other, as well as with society at
large, in systems and subsystems at various levels. It helps
leaders learn how to connect the dots, becoming customer-centric in
everything they do and then spreading the same goals down to their
supply chains. The book discusses what is, and what is not,
leadership, covering such topics as statistics-based management,
process-improvement, and human resources. The author accomplishes
this through a blend of Lean culture and managerial theory, as well
as his military experience. In addition, the author contrasts many
opposing subjects, such as efficiencies of scale versus
efficiencies of build, automation versus process improvement,
process innovation versus product innovation, technical versus
tactical proficiency, and pull versus push production. With most
books focused on Lean initiatives, there is a tremendous amount of
benefit involved in creating customer value while reducing waste,
but this book takes a holistic approach, blending in modern
managerial theory, team leadership skills, and economics. The
result is a book that changes how the reader approaches business.
Essentially, the purpose of this book is to blend modern management
theories with the culture of Lean (and perhaps a sprinkling of
economics) to show current business leaders how to create
organizations that are as customer-oriented and highly efficient in
delivering value as possible. If one thinks of each role in an
organization as a spot on an assembly line, where everything each
person does creates output someone else uses, the question becomes
whether or not each person's activities maximize the effectiveness
of others. Do we, as organizations, set ourselves up for success or
for failure? Most companies, if they answer honestly, would say, "A
little bit of both." This book is about helping those companies
improve.
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