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The Lean Champion Resource Guide
Raphael L. Vitalo, Christopher J. Bujak, James S. Byron, Patricia V. Bierley, and Barbara J. Ruffino
The Lean Champion Resource Guide cover

Don’t Leave the Commercial Benefits Lean Enterprise Delivers Unrealized!

You have heard about lean and its ability to produce dramatic improvements in business success. You want your business to take advantage of its capabilities, but

  • What concretely does it mean to become “lean”?
  • Who can lead such an initiative?
  • What must they do?
  • How does a business proceed in adopting the lean approach to commerce?
  • What sort of organization must it put in place to support the initiative?
  • How can a business tell if the adoption of lean thinking is on track and really adding to its success?
  • How does it sustain the gains lean yields?

James Womack introduced to the world the transformational commercial concept lean enterprise in 1990. Recently, he challenged the lean community to address above concerns and produce products that package “lean knowledge an easy-to-use form that guides managers step-by-step down the path to implementing thinking in every value-creating activity.” The Lean Champion Resource Guide is our contribution to addressing these needs. Its goal is to close the between promise and practice by providing a practical guide for leading successful lean initiative.

  • It describes what the lean approach to commerce means and clarifies, in detail, how it differs in practice from a traditionally run business.
  • It explains the two ways businesses apply lean ideas.
  • It provides detailed guidance on preparing a business to adopt the lean approach to commerce, including steps for fulfilling each requirement a business satisfy before it can become a lean enterprise and a detailed action plan for transforming a traditional business into a lean enterprise.
  • It specifies the role, responsibilities, and accountability of the lean champion, the person who manages the lean transformation
  • It details the 10 tasks that produce successful lean initiatives.
  • It supplies the knowledge and tools needed to ensure each task is done correctly.

Table of
  About the

Product Details

Product Details - Electronic Book
Format: Acrobat Reader (PDF)
File Size: 5MB
Required Software: Acrobat Reader 7.0 or higher
Publisher: Lowrey Press
ISBN: 978-0-9722810-7-2
Price: $12.00


Table of Contents

Preface – Leading a Lean Initiative Read Task 3 Understand Customer Values
Introduction Read Step 3.1 Know the What and Why of Customer Values
Section I – Critical Knowledge Step 3.2 Prepare to Gather Your Customers’ Values
  Lean Enterprise Model Step 3.3 Define Value From the Customer's Perspective
  Lean’s Origins Step 3.4 Use Your Customer Knowledge
  The Emergence of Lean Task 4 Lead Meetings
  Lean Thinking and the Quality Model Step 4.1 Plan the Team Meeting
  Lean’s Extension of the Quality Model Step 4.2 Conduct the Meeting
  The Limits of Lean Step 4.3 Evaluate the Meeting
  A System’s View of the Lean Enterprise Model Step 4.4 Follow Up After the Meeting
  Lean’s Goal Task 5 Participate in Meetings
  Lean’s Inputs Step 5.1 Prepare for Meetings
  Lean’s Outputs Step 5.2 Working With Others in Meetings
  Lean’s Process for Realizing Its Purpose Step 5.3 Follow Up After Meetings
  Lean’s Feedback Component Task 6 Solve Problems
  Lean’s Interfaces Step 6.1 Understand Problem Solving
  How Different Is a Lean Enterprise? Read Step 6.2 A Deeper Look Into the Methods of Problem Solving
  The Fundamentals of Change Making Step 6.3 Focus Problem Solving
  Change-Making Basics Step 6.4 Describe the Problem
  What You Must Know About a Proposed Change Step 6.5 Uncover Root Causes
  How You Assess the Feasibility of Success   Step 6.6 Develop Solutions
  The Critical Barrier to Transformational Change Step 6.7 Take Action
  How to Succeed in Leading a Lean Transformation Task 7 Make Decisions
  Executing a Lean Initiative Step 7.1 Identify the Goal of the Decision
  How Businesses Apply Lean Thinking Read Step 7.2 Use Information to Make a Decision
  Full-Adoption of the Lean Model Step 7.3 Use Knowledge to Make a Decision
  Limited Applications of Lean Ideas and Tools Task 8 Coach Performance
  How Can You Use Lean’s Ideas But Not Be Lean? Step 8.1 Profile a Role
  What the Lean Champion Must Know Step 8.2 Identify Strengths and Development Needs
  Implementing a Full-Adoption Lean Initiative Step 8.3 Provide Feedback and Guidance
  The Initiative’s Sponsor Step 8.4 Broker Assistance
  Modification of the Company’s Business Model Step 8.5 Support Self-Directed Learning
  The Required Role Every Employee Must Fulfill Task 9 Measure Results
  The Requirements of the Business Setting Step 9.1 Understanding Measurement
  Rationalizing Your Company’s Organizational Structure Step 9.2 Know What a Business Should Measure and Why
  Eliminating Obstacles and Closing Gaps in the Business Setting Step 9.3 Managing and Using Measurement Information
  An Overview of Lean’s Business Setting Requirements Step 9.4 Refine and Document Measures
  Create a Lean-Ready Workforce Step 9.5 Take Measurements—Look, Listen, Ask
  Satisfy Lean’s Information Needs Step 9.6 Record Findings
  Establish Standardized Work Task 10 Learn and Share
  Create a Standard for Problem Solving and Decision Making Step 10.1 Status, Reason, Learning, Direction (SRLD)
  Establish a Hoshin Kanri Business Planning Process Step 10.2 Share Information and Learning
  Judge the Feasibility of a Full-Adoption Lean Initiative
  An Action Plan for Implementing a Full-Adoption Appendixes
  Action Plan Overview Appendix A: The Lean Champion Role Read
  A Full-Adoption Lean Initiative Action Plan Appendix B: Meeting Power Scale
  Overview of the Plan Appendix C: An Example of a Team Charter
  A Closer Look at the Process’s Getting Ready Tasks Appendix D: Factors That Affect the Outcome of Performance
  A Closer Look at the Process’s Doing Tasks Appendix E: Guide for Designing an Experiment
  A Closer Look at the Process’s Following-Up Tasks Appendix F: Testing Speech Against Corporate Conduct
  Section II - Core Competencies Appendix G: Status, Reason, Learning, and Direction (SRLD) Job Aid
  Task 1 Focus the Lean Initiative Appendix H: Learning Derived From the Sustaining Change SRLD
  Step 1.1 Understand Your Task  
  Step 1.2 Ensure the Business’s Readiness to Adopt Lean Enterprise Bibliography Read
  Task 2 Involve Stakeholders Glossary
  Step 2.1 Know About Stakeholders Authors
  Step 2.2 Identify Stakeholders Additional Resources
  Step 2.3 Understand Stakeholders  
  Step 2.4 Elicit Stakeholder Support  
  Step 2.3 Understand Stakeholders
  Step 2.4 Elicit Stakeholder Support

About the Authors

Raphael L. Vitalo received his doctorate in clinical psychology from the University of Massachusetts at Amherst. He has authored 50 professional articles, technical reports, and chapters in the areas of psychology, education, business management and commerce, information systems, and artificial intelligence. He has designed, managed, and implemented more than 400 projects serving public and private sector organizations in the areas of strategic planning, organizational effectiveness, performance management, workforce productivity, business process reengineering, risk management, knowledge engineering, information systems design and development, and expert systems design and development. He is the lead author of the Kaizen Desk Reference Guide and Life Enabling Commerce: An Economic System for the Good of Humankind. He is currently the president of Vital Enterprises.

Chris Bujak is a managing partner of Continual Impact, , a consulting group providing consulting and training in continuous improvement. Chris is a mechanical engineer with extensive postgraduate training and experience in the application of Lean Manufacturing and Six Sigma methodologies and tools. As global director of continuous improvement (CI) for Air Products and Chemicals, Inc., Chris was one of the principal developers of an integrated CI model that included Lean Enterprise, Six Sigma™, and other critical enabling elements. This global initiative yielded $13 million (2021 current U.S. dollars) in savings during its first year of implementation, $21.1 million in its second year, and over $68 million in its third year. His program was featured in a Business Excellence article in July 2007. His work with Continual Impact has reached some 200 organizations, with more than 4,000 people trained and engaged in continuous improvements efforts. His recent focus has been on public health organizations across the United States. Chris is the co-author of Life Enabling Commerce: An Economic System for the Good of Humankind.

James S. Byron has a masters degree in Organizational Psychology and an Advanced Graduate Certificate in Organization Design and Effectiveness. He joined the Massachusetts Institute of Technology’s Lincoln Laboratory in 2020 following several decades of leading global organizational effectiveness functions in Fortune companies, including Pfizer, Air Products and Chemicals, and Citibank. In his current role, he heads the Organization Design and Change group charged with elevating organizational culture and performance. Jim’s work consistently produced bottom-line results with documented returns on investment in the tens of millions of dollars in benefits to his companies. Equally important, it generated dramatic improvements in employee engagement and satisfaction. He has authored or coauthored books, technical papers, and graduate text chapters on organizational improvement topics. Jim also provides pro-bono consultation and training solutions to community agencies and individuals around the United States in the areas of organization and leadership development. Jim is is the co-author of the Working With Others Training Program and numerous articles on business improvement methods.

Patricia V. Bierley received her bachelor of science in psychology from Purdue University. She has over 20 years of consulting experience in the areas of knowledge engineering and expert systems development, training development and delivery, team facilitation, and program and product evaluation. Ms. Bierley co-developed one of the largest expert systems ever built for microcomputers (7,000 rules). She has conducted skills training sessions serving over 400 technicians and professionals and train-the-trainer courses to teach clients how to deliver their own skills development programs. She also has led over 40 “workout” problem-solving sessions tackling a wide variety of business improvements affecting both top- and bottom-line results. She has designed and conducted evaluation studies to determine the content, effectiveness, and cost efficiency of training products and programs. Recently, she codeveloped and delivered the Kaizen Facilitator Training Course to assist in the development of new Kaizen leaders. Ms. Bierley is the coauthor of the Working With Others Training Program. Currently, she is an independent organizational effectiveness consultant working with public, private, and nonprofit enterprises to elevate personal and organizational performance. Her special interest is in developing and empowering performers to improve their well-being, resulting in greater job satisfaction and improved business results.

Barbara J. Ruffinoreceived her master of arts degree in industrial organizational psychology from George Mason University in Fairfax, Virginia. She has over 25 years’ experience in instructional systems design and organization development. Ms. Ruffino has experience in all phases of instructional design, including conducting training needs assessments, designing and developing training products, delivering technical and non-technical training programs, and evaluating the effectiveness of training interventions. Her professional experience includes creating a wide variety of instructional products such as classroom training courses, web-based and CD-ROM training products, independent study courses, paper-based and electronic job aids, and procedural manuals. Ms. Ruffino authored Establishing the Value of Training Resource Guide.