Intelligence is wasted on problems that themselves have been caused by an excess of intelligence. Lean Brain Management strives toward uncompromising Lean Brain Quality. Lean Brain stands for consistent economization of intelligence in all realms of life: Intelligent systems will only be operated by unskilled workers. Education, universities, and schools would become obsolete. A week of training would be enough for virtually any job. ("You are now the physician for the measles in the State of Ohio. In response to phone calls, send this prescription.") Lean Brain is not aimed at dumbing down! Lean Brain can survive on just a very small amount of central intelligence. Potential savings amount to trillions! This is demonstrated using Germany as an example. With this book, Dueck presents a radical suggestion for world improvement. The desire to laugh infinitely about it will eventually segue into a collective rude awakening. The book contains concrete advice for managers to economize on intelligence, and is thus—in keeping with the theme—written in an easy-to-read fashion. It contains no self-doubt whatsoever. Awarded the Business Book Prize from Financial Times Deutschland and getAbstract AG

The most complex organization known in the universe is inside of our heads: our brain. Because organizations are formed by human beings, The Lean Brain Theory aims to mimic human brain structure and functionality so as to enable the emergence of brain-like organizations in which the 'neurons' are the human-beings and the 'axons' ought to be Lean Management oriented behavioral and communication patterns. These networks ought to evolve towards brain-like configurations that display thinking-like processes and ultimately organizational consciousness. The Lean Brain Theory offers a quantifiable holistic framework to strategically design any organization as a human brain. By embedding complexity into the Strategic Organizational Design (SOD) and combining this with Lean Management and neuropsychological state of the art knowledge, The Lean Brain Theory ends up with the Brain-Organization metaphor and makes it possible. This idea of embedding complexity into organizational design is a follow up to the book The Hoshin Kanri Forest. That book dealt with the methodology of creating 'forest-like' topologies. The Lean Brain Theory aims to set the ground for Lean organizations of the future that embrace both Business Intelligence and Complex Networked Lean Strategic Organizational Design. The organization as a super-network evolves towards 'intelligent' Human-Brain-like entity. The Lean Brain Theory ultimately seeks to integrate an anthropomorphic organizational paradigm with future tendencies of technological advances. In this way, the brain-like organization emerging from it can be regarded as bionic.

Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.

The concept of ‘lean’ is something Ozan Kulcu has used intensively in his work as an engineer and he believes that it has enormous power to increase the efficiency. In ‘A Lean Mind’, Kulcu gives an approach of how the concept of ‘lean’ can transform the mind. When the mind becomes lean, it runs free of each brick attached to it, bricks ranging from harmful core beliefs to useless thoughts. The mind becomes ordered and clean, it runs more efficiently, and it enables us to reach our true potential - one that we never recognized before. The lean mind is a mind that is free of distraction. It is a mind that filters out the background noise. It is a mind where everything that matters is ordered nicely for us to reach anytime. It is also the mind where we know exactly what emotions and belief patterns we have, and we know exactly how to shift our mental state to use more of its potential. ‘A Lean Mind’ is full of ideas that enable this lean approach to unleash the true potential of the mind. It is a deep dive into our own minds, the universe, and life in general. 'A Lean Mind' focuses on: Embracing our position in the universe Seperating what actually matters from noise Recognizing our perception of life Understanding the mind process Digging deep into the emotional zones and emotions and how to shift the mental state Understanding mind-body feedback system Understanding perception in interactions Understanding the lean approach to manage the mind process Becoming aware of the mind and the body Embracing the presence of our soul Understanding the importance of balance in the universe and in the mind From Back Cover What is the difference between the sunrise of today and the sunrise of tomorrow? Why does the same sunrise with same shape, size, and warmth give us different feelings sometimes? What makes the differences each day? What we feel everytime we see the sunrise depends on what emotions are in the mind at that moment, not at the sunrise. And these emotions make the differences of the day. The emotional state of mind, linked to certain core beliefs, are the main raw materials of this manufacturing plant called 'the mind'. They produce thoughts night and day, and eventually lead to actions. Everything we experience in life is a product of this mind process. The mind makes the difference between the sunrise of today and sunrise of tomorrow. We are stuck with our minds for the rest of our lives. Therefore, a mind is worth managing. A lean mind has the power to transform a sunrise into limitless amount of possibilities. We just need to know how it works and how to improve the processes. 'A Lean Mind' is a deep dive into how our minds work, how to understand it better, and how to improve the processes to reach a balanced state of mind. As everything we experience is a product of the mind, this balanced state of mind will unleash the potential of life for us.

The methods and concepts presented in the bestselling first edition revolutionized the approach to the management and control of Lean companies. Enhanced with extensive end-of-chapter exercises and downloadable resources with Lean accounting tools, the second edition of this preeminent practitioner’s guide is now suitable for classroom use. Practical Lean Accounting: A Proven System for Measuring and Managing the Lean Enterprise, Second Edition explains exactly what it takes to transform a traditional accounting system to one that supports and enhances a company’s Lean efforts. Defining the fundamental principles of Lean accounting, it demonstrates how to use them to identify and eliminate wasteful transactions. The book includes coverage of cell performance measurement, use of the box score, operational and financial planning, cost targeting, Lean accounting diagnostics, and value stream mapping. Retaining the easy-to-use format that made the first edition a bestseller, this updated edition includes: A new section on the use of value stream performance measurements in continuous improvement A re-written Target Costing chapter that emphasizes a value-based approach to the management of the Lean value system A Lean Accounting Diagnostic tool to help you assess progress and develop a plan for implementing changes Cutting-edge examples that illustrate implementation in accounting departments Downloadable resources with data from the ECI Value Stream Cost Analysis case study included in the text, Excel templates, and end-of-chapter questions with solutions The book contains a wealth of tools that makes it ideal for company training sessions and advanced undergraduate and graduate-level courses. For each major example provided, two similar problems are included—one for instructors to guide students through and a second for students to work through on their own. An additional set of problems and questions for testing purposes are also available to instructors on the authors’ website. Unfortunately, during the publishing process mistakes can be made that are not caught before the book is printed. Productivity Press takes great care to catch any errors prior to the printing stage.

You know the Agile and Lean development buzzwords, you've read the books. But when systems need a serious overhaul, you need to see how it works in real life, with real situations and people. Lean from the Trenches is all about actual practice. Every key point is illustrated with a photo or diagram, and anecdotes bring you inside the project as you discover why and how one organization modernized its workplace in record time. Lean from the Trenches is all about actual practice. Find out how the Swedish police combined XP, Scrum, and Kanban in a 60-person project. From start to finish, you'll see how to deliver a successful product using Lean principles. We start with an organization in desperate need of a new way of doing things and finish with a group of sixty, all working in sync to develop a scalable, complex system. You'll walk through the project step by step, from customer engagement, to the daily "cocktail party," version control, bug tracking, and release. In this honest look at what works--and what doesn't--you'll find out how to: Make quality everyone's business, not just the testers. Keep everyone moving in the same direction without micromanagement. Use simple and powerful metrics to aid in planning and process improvement. Balance between low-level feature focus and high-level system focus. You'll be ready to jump into the trenches and streamline your own development process.

"The process by which a company identifies, frames, acts and reviews progress on problems, projects and proposals can be found in the structure of the A3 process ... follow the story of a manager ... and his report ... which will reveal how the A3 can be used as a management process to create a standard method for innovating, planning, problem-solving, and building structures for a broader and deeper form of thinking - a practical and repeatable approach to organizational learning"--Publisher's description.

Sam Brooks, a young superintendent with ProCon Builders, has been given responsibility for the largest and most complicated project of his career. He struggles with all of the common difficulties in construction -- lack of communication, coordination issues, and other kinds of wasteful occurrences that rob his project of time and money, while leaving him and his team frustrated and overworked. Luckily, his friend, mentor, and co-worker, Alan Phillips, brings the benefit of his experience and his knowledge of Lean Construction tools and processes to help Sam learn valuable skills for improving the operation of his project. Together, Sam and Alan discuss the merits and explore the practical applications of: Daily Huddles Visual Communication The "Eight Wastes" Managing Constraints Pull Planning The Last Planner System(TM) Percent Plan Complete

What is a lean sensei and what exactly do they do? That is the key question at the heart of this important new book sharing the secret of Lean thinking, which Dan Jones calls "the alternative business model for our age." Jones explains that "behind all the tools for operational excellence and the different management system needed to support their use, lies a much deeper challenge: to develop the human potential of everyone to create a culture of accelerating continuous improvement to meet today's changing circumstances. Learning is at the heart of lean." The Lean Sensei provides both a conceptual and hands-on toolkit for developing lean leaders-and becoming one yourself. It will challenge you to reflect on how you coach; share mindful questions that improve your awareness of what to look for; and keep both you and your students focused on the signs, symptoms, and syndromes that can slow your lean success. This book, written by six lean pioneers who have experienced and followed the path of the Sensei, shares a radical vision of how to flourish with this approach. They argue that Lean is a system of gaining competitiveness by continuously developing people, and as such, sensei play a vital role in helping others deepen their thinking every day. To be effective in transforming processes and the people who operate within them, any sensei "must first learn to transform yourself," they write. "No one can do lean for you. It is up to you. But you will also need a Sensei to help you discover new ways of seeing and acting, and to help everyone learn to adapt to a rapidly changing world. These lean pioneers discovered what Senseis really do. Learn from them before you search for your own Sensei." - Daniel T. Jones, co-author of The Machine That Changed The World, Lean Thinking, Lean Solutions and The Lean Strategy

Currently, businesses are forced to be more innovative than ever before. Organizations must be sensitive to global trends -- such as digitization, globalization, and automation -- and at the same time build resilience and flexibility to combat unexpected changes in customer demand. The coronavirus pandemic is just the most recent and pronounced example of this new-normal business necessity. Amidst the disruption, many businesses are caught not knowing how to proceed. How ought one pursue or achieve innovation for the company? Are there different innovation strategies? Why might a business leader choose one over the other? The Lean Innovation Cycle addresses these concerns by introducing a new multidisciplinary framework for both thinking about and pursing innovation. By taking key concepts from the quality management practices of Lean and Six Sigma, the framework augments these tools and disciplines by incorporating other problem-solving and design techniques, including Human-Centered Design. The result is a view of innovation that many business leaders will find fits nicely into their existing paradigm of strategy and operational discipline. After the introduction of the framework, the book turns to understanding the differences, advantages, and tradeoffs in pursuing Lean Innovation in lieu of traditional, technologically driven innovation approaches. To this end, the book considers issues of sustainability, organizational strategy, and competitive advantage. The result is a thought-provoking dialogue that informs the reader about the key considerations of how best to pursue innovation within their business and the business environment, as well as the circumstances that might make one innovation strategy more congruent to an organization’s culture, goals, and objectives than the other.