We've ranked the best lean management books using expert recommendations, sales data, and millions of reader ratings. At Shortform, we know books. Our book guides are the best in the world. Learn why.
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The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses
Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched.
Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business.
The Lean Startup approach fosters companies that are both more capital efficient and that leverage human creativity more effectively. Inspired by lessons from lean manufacturing, it relies on "validated learning," rapid scientific experimentation, as well as a number of counter-intuitive practices that shorten product development cycles, measure actual progress without resorting to vanity metrics, and learn what customers really want. It enables a company to shift directions with agility, altering plans inch by inch, minute by minute.
Rather than wasting time creating elaborate business plans, The Lean Startup offers entrepreneurs - in companies of all sizes - a way to test their vision continuously, to adapt and adjust before it's too late. Ries provides a scientific approach to creating and managing successful startups in a age when companies need to innovate more than ever.
At Asana, we've been lucky to benefit from the author's advice firsthand; this book will enable him to help many more entrepreneurs answer the tough questions about their business. [source]
Written in a fast-paced thriller style, 'The Goal' contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints developed by the author.
Recommended by Jeff Bezos, Danielle Morrill, Kevin Systrom, and 4 others.
Encourages companies to identify the biggest constraints in their operations and then structure their organizations to get the most out of those constraints. [source]
Kevin Systrom
About basically manufacturing and supply chain management. It sounds really boring, but I promise you it’s really good. [source]
Chris Goward
Here are some of the books that have been very impactful for me, or taught me a new way of thinking: … The Goal. [source]
The New York Times bestselling author of Better and Complications reveals the surprising power of the ordinary checklist
We live in a world of great and increasing complexity, where even the most expert professionals struggle to master the tasks they face. Longer training, ever more advanced technologies‚neither seems to prevent grievous errors. But in a hopeful turn, acclaimed surgeon and writer Atul Gawande finds a remedy in the humblest and simplest of techniques: the checklist.
First introduced decades ago by the U.S. Air Force, checklists have enabled pilots to fly aircraft of mind-boggling sophistication. Now innovative checklists are being adopted in hospitals around the world, helping doctors and nurses respond to everything from flu epidemics to avalanches. Even in the immensely complex world of surgery, a simple ninety-second variant has cut the rate of fatalities by more than a third.
In riveting stories, Gawande takes us from Austria, where an emergency checklist saved a drowning victim who had spent half an hour underwater, to Michigan, where a cleanliness checklist in intensive care units virtually eliminated a type of deadly hospital infection. He explains how checklists actually work to prompt striking and immediate improvements. And he follows the checklist revolution into fields well beyond medicine, from homeland security to investment banking, skyscraper construction, and businesses of all kinds.
An intellectual adventure in which lives are lost and saved and one simple idea makes a tremendous difference, The Checklist Manifesto is essential reading for anyone working to get things right.
Atul is really talking about how absolutely powerful checklists are, and I think he makes a very creative point: that checklist are not just some static, boring thing. They actually allow you to do excellent work and free up your brain by not having to keep remembering what you need to do when. That then allows your brain to be a lot more creative about whatever it is you’re doing. [source]
recommends this book because he knows that top notch execution is essential to business. [source]
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The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer
Jeffrey Liker
4.4
"This book will give you an understanding of what has made Toyota successful and some practical ideas that you can use to develop your own approach to business."--Gary Convis, Managing Office of Toyota
Fewer man-hours. Less inventory. The highest quality cars with the fewest defects of any competing manufacturer. In factories around the globe, Toyota consistently raises the bar for manufacturing, product development, and process excellence. The result is an amazing business success story: steadily taking market share from price-cutting competitors, earning far more profit than any other automaker, and winning the praise of business leaders worldwide.
The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Dr. Jeffrey Liker, a renowned authority on Toyota's Lean methods, explains how you can adopt these principles--known as the "Toyota Production System" or "Lean Production"--to improve the speed of your business processes, improve product and service quality, and cut costs, no matter what your industry.
Drawing on his extensive research on Toyota, Dr. Liker shares his insights into the foundational principles at work in the Toyota culture. He explains how the Toyota Production System evolved as a new paradigm of manufacturing excellence, transforming businesses across industries. You'll learn how Toyota fosters employee involvement at all levels, discover the difference between traditional process improvement and Toyota's Lean improvement, and learn why companies often think they are Lean--but aren't.
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Lean Thinking
"Daniel T. Jones;James P. Womack"
4.4
In the revised and updated edition of Lean Thinking: Banish Waste and Create Wealth in Your Corporation, authors James P. Womack and Daniel T. Jones provide a thoughtful expansion upon their value-based business system based on the Toyota model. Along the way they update their action plan in light of new research and the increasing globalization of manufacturing, and they revisit some of their key case studies (most of which still derive, however, from the automotive, aerospace, and other manufacturing industries).
The core of the lean model remains the same in the new edition. All businesses must define the "value" that they produce as the product that best suits customer needs. The leaders must then identify and clarify the "value stream," the nexus of actions to bring the product through problems solving, information management, and physical transformation tasks. Next, "lean enterprise" lines up suppliers with this value stream. "Flow" traces the product across departments. "Pull" then activates the flow as the business re-orients towards the pull of the customer's needs. Finally, with the company reengineered towards its core value in a flow process, the business re-orients towards "perfection," rooting out all the remaining muda (Japanese for "waste") in the system.
Despite the authors' claims to "actionable principles for creating lasting value in any business during any business conditions," the lean model is not demonstrated with broad applications in the service or retail industries. But those manager's whose needs resonate with those described in the Lean Thinking case studies will find a host of practical guidelines for streamlining their processes and achieving manufacturing efficiencies. --Patrick O'Kelley
is known as an authoritarian leader. He has established rules, processes and methods that are strictly followed. Jeff’s Reading List is a list of 12 books Bezos expects Amazon employees to read. Many are related to business, but there are other themes as well. Author Brad Stone who wrote the Bezos biography The Everything Store lists those 12 books. The author says the books have shaped Bezos’ leadership style and way of thinking. Lean Thinking is one of those 12 books. [source]
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The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win
Bill is an IT manager at Parts Unlimited. It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO.
The company's new IT initiative, code named Phoenix Project, is critical to the future of Parts Unlimited, but the project is massively over budget and very late. The CEO wants Bill to report directly to him and fix the mess in ninety days or else Bill's entire department will be outsourced.
With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited.
In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they'll never view IT the same way again.
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Recommended by Jeffrey Snover and Louis Nyffenegger.
Jeffrey Snover
Great thread. I know of a number of devops people that haven't read this book. Ya'll should fix that. https://t.co/Yri4JJ0jBZ [source]
Louis Nyffenegger
I don't think I have a specific book that I can call my favourite. Some books have had a big impact on my view of how to build a product/company ("Rework"), some were very enjoyable to read ("The Phoenix Project"), some helped me improve the way I think ("The Pleasure Of Finding Things Out") and some the way I live ("Essentialism") or work ("Deep Work"). [source]
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Running Lean: Iterate from Plan A to a Plan That Works
Ash Maurya
4.4
We live in an age of unparalleled opportunity for innovation. We’re building more products than ever before, but most of them fail—not because we can’t complete what we set out to build, but because we waste time, money, and effort building the wrong product.
What we need is a systematic process for quickly vetting product ideas and raising our odds of success. That’s the promise of Running Lean.
In this inspiring book, Ash Maurya takes you through an exacting strategy for achieving a "product/market fit" for your fledgling venture, based on his own experience in building a wide array of products from high-tech to no-tech. Throughout, he builds on the ideas and concepts of several innovative methodologies, including the Lean Startup, Customer Development, and bootstrapping.
Running Lean is an ideal tool for business managers, CEOs, small business owners, developers and programmers, and anyone who’s interested in starting a business project.
Find a problem worth solving, then define a solution Engage your customers throughout the development cycle Continually test your product with smaller, faster iterations Build a feature, measure customer response, and verify/refute the idea Know when to "pivot" by changing your plan’s course Maximize your efforts for speed, learning, and focus Learn the ideal time to raise your "big round" of funding
Get on track with The Lean Series Presented by Eric Ries—bestselling author of The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses—The Lean Series gives you solid footing in a proven methodology that will help your business succeed.
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Recommended by Ash Maurya, Garrett Moon, and Ola Olusoga.
Garrett Moon
Running Lean by Ash Maurya: Learn to build products the lean way! [source]
Ola Olusoga
For business, I've read Influence by Robert Cialdini 3 times, and Traction by Gabriel Weinberg twice, so if number of times read indicates favor, then those are it. There are a whole bunch of others, like The Personal MBA by Josh Kaufman, Confession of an Advertising Man by David Ogilvy, The 4 Hour Work Week by Tim Ferriss, and Running Lean by Ash Maurya, that I've also enjoyed and recommend to people. [source]
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Machine that Changed the World
James P. Womack
4.4
Today, the industrial world is experiencing the most revolutionary change since Henry Ford's assembly line -- which forever changed the way things are made. Japanese companies are sweeping the world, as Western companies and governments struggle to find ways to emulate them. The Machine That Changed the World points for the first time to a positive way out of this dilemma. It shows that being defeatist about the Japanese threat, and tougher protectionism, are not the answers. This book outlines the enormous tasks facing Western companies in the 1990s and has cogent messages for Japanese firms as well, as they move abroad. The Machine That Changed the World is based on the largest and most thorough study ever undertaken in any industry: the Massachusetts Institute of Technology five-million-dollar, five-year, fourteen-country International Motor Vehicle Program's study of the worldwide auto industry. Twice in this century the auto industry has changed our most fundamental ideas about how to make things. Now it is doing it again. Just as mass production swept away craft production, so a new way of making things, called lean production, is now rapidly making mass production obsolete. Lean production is the Japanese secret weapon in the industrial wars and is spreading throughout the world. If Western companies and their managers and workers are to survive in the 1990s, they must learn and adapt to lean production. Some of the smartest already have begun to do so. Lean production welds the activities of everyone from top management to line workers, to suppliers, into a tightly integrated whole that can respond almost instantly to marketing demands from consumers. It can also double production and quality, while keeping costs down. Its adoption, as it inevitably spreads beyond the auto industry, will change almost every industry and consequently how we work, how we live, and the fate of companies and nations as they respond to its impact. In clear and compelling terms, this book explains what lean production is, and its global implications for all of us.
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Recommended by Robin Sloan and 1 others.
Robin Sloan
I got this book because I am lately into 1980s "business book" time capsules , but in fact it is beautifully written and dizzyingly interesting, even in 2019!! https://t.co/5R8o4MWhpk [source]
Most business books give you the same old advice: Write a business plan, study the competition, seek investors, yadda yadda. If you're looking for a book like that, put this one back on the shelf.
Rework shows you a better, faster, easier way to succeed in business. Read it and you'll know why plans are actually harmful, why you don't need outside investors, and why you're better off ignoring the competition. The truth is, you need less than you think. You don't need to be a workaholic. You don't need to staff up. You don't need to waste time on paperwork or meetings. You don't even need an office. Those are all just excuses.
What you really need to do is stop talking and start working. This book shows you the way. You'll learn how to be more productive, how to get exposure without breaking the bank, and tons more counterintuitive ideas that will inspire and provoke you.
With its straightforward language and easy-is-better approach, Rework is the perfect playbook for anyone who’s ever dreamed of doing it on their own. Hardcore entrepreneurs, small-business owners, people stuck in day jobs they hate, victims of "downsizing," and artists who don’t want to starve anymore will all find valuable guidance in these pages.
Unperturbed by conventional wisdom, the authors start fresh and rewrite the rules of business. Their approach turns out to be as successful as it is counter-intuitive. [source]
If given a choice between investing in someone who has read Rework or has an MBA, I'm investing in Rework every time. This is a must read for every entrepreneur. [source]
Tony Hsieh
CEO/Zappos.com
The wisdom in these pages is edgy yet simple, straightforward, and proven. Read this book multiple times to help give you the courage you need to get out there and make something great. [source]
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The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail
The bestselling classic on disruptive innovation, renowned author Clayton M. Christensen.
His work is cited by the world’s best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestseller—now updated with a fresh new package—innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right—yet still lose market leadership. Read this international bestseller to avoid a similar fate.
Clay Christensen—who authored the award-winning Harvard Business Review article “How Will You Measure Your Life?”—explains why most companies miss out on new waves of innovation. No matter the industry, he says a successful company with established products WILL get pushed aside unless managers know how and when to abandon traditional business practices. Offering both successes and failures from leading companies as a guide, The Innovator’s Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation.
Sharp, cogent, provocative, and one of the most influential business books of all time—The Innovator’s Dilemma is the book no manager or entrepreneur should be without. Add this newly released edition to your library.
Brad Stone's new book, The Everything Store, describes how Bezos developed this strategy after reading another book called The Innovator's Dilemma by Harvard professor Clayton Christensen. [source]
It's important that we make this transformation, because of what Clayton Christensen calls "the innovator's dilemma," where people who invent something are usually the last ones to see past it, and we certainly don't want to be left behind. [source]
Drew Houston
CEO/Dropbox
About how businesses get disrupted, and a lot of those themes are why startups can succeed and thrive even when there are big competitors who you would think would just wipe ’em out. [source]
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Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results
Mike Rother
4.4
"How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way."--James P. Womack, Chairman and Founder, Lean Enterprise Institute. This game-changing book puts you behind the curtain of Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage.
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Creating a Lean Culture: Tools to Sustain Lean Conversions, Third Edition
David Mann
4.4
Winner of a Shingo Research and Professional Publication Award
The new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to successfully navigate the politics in cross-functional process improvement projects, and to engage executives in ways that are personally meaningful to them. If you are a leader at any level in an organization undergoing or considering a Lean transformation, this is where you should start and finish ... and start again. Read the Reviews: "This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader." - Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group "David Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book." - Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University "This book has long been my 'go-to' guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools.." -Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen "As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann's case-based insights are an invaluable tool." - Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University "David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success." - Elizabeth M. King, Vice President Organizational Effectiveness, ESCO Corporation
New in the Third Edition:
Contains new chapter on engaging executives in Lean initiatives Includes 21 new case studies Presents new examples from the healthcare and process industries Includes additional gemba worksheets for learning and teaching Lean Provides expanded coverage of Lean applications in complex cross functional value stream pr
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Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days
A fantastic, proven formula for moving from idea to prototyping to decision making within five days, based on a process he developed while working at Google and later GV. [source]
Cat Williams-Treloar
Jake Knapp, John Zeratsky & Braden Kowitz "Sprint" - the go-to guide on how to sprint. You may not follow everything to the tee, but it's simple, clean and full of great examples of how to move fast with structure. [source]
Javed Khatri
This book details the "sprint" process used at Google Ventures. We follow a similar process at Kustard to validate business ideas and to solve problems without wasting much time, money and energy. If you want to quickly validate an idea, this is a proven model and a must read. [source]
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The Principles of Product Development Flow: Second Generation Lean Product Development
Donald G. Reinertsen
4.3
In this book, Reinertsen provides an examination of product development practices. He explains why invisible and unmanaged queues are the underlying root cause of poor product development performance. He shows why these queues form and how they undermine the speed, quality, and efficiency in product development.
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The Lean Six SIGMA Pocket Toolbook: A Quick Reference Guide to Nearly 100 Tools for Improving Quality and Speed: A Quick Reference Guide to 70 Tools for Improving Quality and Speed
Michael L. George
4.3
Provides the tools for implementing Lean Six Sigma - what they are, how they work, and which to use. This book presents the tools and concepts needed to understand, implement, and leverage Lean Six Sigma. It provides analyses of nearly 100 tools and methodologies - from DMAIC and Pull Systems to Control Charts and Pareto Charts.
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Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers
The bible for bringing cutting-edge products to larger markets--now revised and updated with new insights into the realities of high-tech marketing
In Crossing the Chasm, Geoffrey A. Moore shows that in the Technology Adoption Life Cycle--which begins with innovators and moves to early adopters, early majority, late majority, and laggards--there is a vast chasm between the early adopters and the early majority. While early adopters are willing to sacrifice for the advantage of being first, the early majority waits until they know that the technology actually offers improvements in productivity. The challenge for innovators and marketers is to narrow this chasm and ultimately accelerate adoption across every segment.
This third edition brings Moore's classic work up to date with dozens of new examples of successes and failures, new strategies for marketing in the digital world, and Moore's most current insights and findings. He also includes two new appendices, the first connecting the ideas in Crossing the Chasm to work subsequently published in his Inside the Tornado, and the second presenting his recent groundbreaking work for technology adoption models for high-tech consumer markets.
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Recommended by Andrew Chen, Drew Houston, Ev Williams, and 28 others.
Drew Houston
CEO/Dropbox
It’s about how do technology products make their way from early adopters t the mainstream. [source]
Ron Conway
Bestselling guide that created a new game plan for marketing in high-tech industries. [source]
This is a key component in my Purple Cow thinking, but with a twist. I'm not as worried about the chasm as I am about the desire of marketers to go for the big middle. [source]
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Lean Analytics: Use Data to Build a Better Startup Faster
Alistair Croll and Benjamin Yoskovitz
4.3
Whether you’re a startup founder trying to disrupt an industry or an intrapreneur trying to provoke change from within, your biggest challenge is creating a product people actually want. Lean Analytics steers you in the right direction.
This book shows you how to validate your initial idea, find the right customers, decide what to build, how to monetize your business, and how to spread the word. Packed with more than thirty case studies and insights from over a hundred business experts, Lean Analytics provides you with hard-won, real-world information no entrepreneur can afford to go without.
Understand Lean Startup, analytics fundamentals, and the data-driven mindset Look at six sample business models and how they map to new ventures of all sizes Find the One Metric That Matters to you Learn how to draw a line in the sand, so you’ll know it’s time to move forward Apply Lean Analytics principles to large enterprises and established products
Like Charlie Munger once said: “I’ve long believed that a certain system - which almost any intelligent person can learn - works way better than the systems most people use to understand the world. What you need is a latticework of mental models in your head. And, with that system, things gradually fit together in a way that enhances cognition. Just as multiple factors shape every system, multiple mental models from a variety of disciplines are necessary to understand that system". You can read this book to start building a "latticework of mental models in your head". [source]
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Scrum: The Art of Doing Twice the Work in Half the Time
The Lean Product Playbook: How to Innovate with Minimum Viable Products and Rapid Customer Feedback
Dan Olsen
4.3
The missing manual on how to apply Lean Startup to build products that customers love"The Lean Product Playbook" is a practical guide to building products that customers love. Whether you work at a startup or a large, established company, we all know that building great products is hard. Most new products fail. This book helps improve your chances of building successful products through clear, step-by-step guidance and advice.
The Lean Startup movement has contributed new and valuable ideas about product development and has generated lots of excitement. However, many companies have yet to successfully adopt Lean thinking. Despite their enthusiasm and familiarity with the high-level concepts, many teams run into challenges trying to adopt Lean because they feel like they lack specific guidance on what exactly they should be doing.
If you are interested in Lean Startup principles and want to apply them to develop winning products, this book is for you. This book describes the Lean Product Process: a repeatable, easy-to-follow methodology for iterating your way to product-market fit. It walks you through how to: - Determine your target customers - Identify underserved customer needs - Create a winning product strategy - Decide on your Minimally Viable Product (MVP) - Design your MVP prototypeTest your MVP with customers - Iterate rapidly to achieve product-market fit
This book was written by entrepreneur and Lean product expert Dan Olsen whose experience spans product management, UX design, coding, analytics, and marketing across a variety of products. As a hands-on consultant, he refined and applied the advice in this book as he helped many companies improve their product process and build great products. His clients include Facebook, Box, Hightail, Epocrates, and Medallia.
Executives, product managers, designers, developers, marketers, analysts and anyone who is passionate about building great products will find "The Lean Product Playbook" an indispensable, hands-on resource.
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Recommended by Nir Eyal, Ken Norton, Dan Olsen, and 2 others.
Julia Enthoven
For people interested in designing or building software products: The Design of Everyday Things by Don Norman and The Lean Product Playbook by Dan Olsen. Both books have informed my product sense and helped me make decisions about great UX. [source]
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This Is Lean: Resolving the Efficiency Paradox
Niklas-Modig
4.3
Lean is the most widespread management philosophy of our time and is currently present in every industry, yet the concept is still vaguely defined and widely misunderstood. This is Lean - Resolving the efficiency paradox was launched in October 2011 and is currently the best-selling management book in Sweden, with 37,000 copies sold in one year. By using clear, concise language and insightful examples, the book has brought greater clarification to the essence of lean and revolutionized top-executives and employees understanding of what lean actually is.
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21
The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development
Liker
4.3
About the Book: The Toyota Way to Lean Leadership Despite the fact that companies worldwide have adopted Lean production, none has sustained the same levels of excellence as Toyota. Why? Leadership. In The Toyota Way to Lean Leadership, Jeffrey Liker and Gary L. Convis, a former Executive Vice President at Toyota, help executives and senior managers get employees to refocus their efforts-from simply performing their singular function to delivering value across all functions. Case studies from Toyota clearly illustrate the methods that create powerful, effective Lean leadership. Contents Introduction: The Roots of Toyota's Global Business Leadership Chapter 1. Leading in the Toyota Way: A Lifelong Journey Chapter 2. Self-Development: Reliably Identifying and Coaching Developing Leaders at the Gemba Chapter 3. Coach and Develop Others Chapter 4. Daily Kaizen: Continually Developing Leadership from the Bottom Up Chapter 5. Hoshin Kanri: Align Vision, Goals, and Plans for Continuous Improvement Chapter 6. Toyota Leadership Turning Around Dana Corporation Chapter 7. Learning from Toyota Leadership About the Authors: Jeffrey K. Liker, Gary L.Convis Jeffrey K. Liker is Professor of Industrial and Operations Engineering at the University of Michigan and a teacher and consultant through Liker Lean Advisors. Gary L. Convis is a former President and CEO of, and current consultant to, Dana Holding Corporation.
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Recommended by Yaro Starak.
Yaro Starak
One of the books I got a lot out of and I haven’t mentioned yet is called “The Toyota Way” which is a book that essentially looks at the Toyota car manufacturing process and why it was so revolutionary, talking about some concepts like kaizen and theory of constraints that came out of that process that Toyota developed and the book about it will give you such an insight into manufacturing, but also just general productivity, like kaizen became a concept that was almost as important as the 80-20 rule to me with my own business but with my own life as well. By the way, kaizen means, it’s like a philosophy of continuous improvement that the Japanese follow or, at least Toyota certainly follows in their business with the car manufacturing. So, that’s something that I think can make a difference perhaps to any entrepreneur but certainly if you’re looking at something to do with like an assembly line, if that’s your business plan, if it included an assembly line then you’ve gotta get yourself “The Toyota Way” book because that’s gonna be so relevant to what you’re doing and will probably give you a head start instead of just trying to figure it out by yourself. So that’s another recommendation. [source]
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Lean Enterprise: How High Performance Organizations Innovate at Scale
Jez Humble, Joanne Molesky, Barry O'Reilly
4.3
How well does your organization respond to changing market conditions, customer needs, and emerging technologies when building software-based products? This practical guide presents Lean and Agile principles and patterns to help you move fast at scale—and demonstrates why and how to apply these methodologies throughout your organization, rather than with just one department or team.
Through case studies, you’ll learn how successful enterprises have rethought everything from governance and financial management to systems architecture and organizational culture in the pursuit of radically improved performance. Adopting Lean will take time and commitment, but it’s vital for harnessing the cultural and technical forces that are accelerating the rate of innovation.
* Discover how Lean focuses on people and teamwork at every level, in contrast to traditional management practices * Approach problem-solving experimentally, by exploring solutions, testing assumptions, and getting feedback from real users * Lead and manage large-scale programs in a way that empowers employees, increases the speed and quality of delivery, and lowers costs * Learn how to implement ideas from the DevOps and Lean Startup movements even in complex, regulated environments
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Kanban: Successful Evolutionary Change for Your Technology Business
David J. Anderson
4.3
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Lean UX: Designing Great Products with Agile Teams
Jeff Gothelf, Josh Seiden
4.3
Lean UX has become the preferred approach to interaction design, tailor-made for today's agile teams. In the second edition of this award winning book, leading advocates Jeff Gothelf and Josh Seiden expand on the valuable Lean UX principles, tactics, and techniques covered in the first edition to share how product teams can easily incorporate design, experimentation, iteration, and continuous learning from real users into their Agile process.
Inspired by Lean and Agile development theories, Lean UX lets you focus on the actual experience being designed, rather than deliverables. This book shows you how to collaborate closely with other members of your Agile product team, and gather feedback early and often. You'll learn how to drive the design in short, iterative cycles to assess what works best for the business and the user. Lean UX shows you how to make this change--for the better.
Frame a vision of the problem you're solving and focus your team on the right outcomes Bring the designers' toolkit to the rest of your product team Share your insights with your team much earlier in the process Create Minimum Viable Products to determine which ideas are valid Incorporate the voice of the customer throughout the project cycle Make your team more productive: combine Lean UX with Agile's Scrum framework Understand the organizational shifts necessary to integrate Lean UX
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Recommended by Andy Budd and Laura Klein.
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Lean Software Development: An Agile Toolkit
Mary Poppendieck / Tom Poppendieck Poppendieck / Poppendieck
4.3
Lean Software Development: An Agile Toolkit
Adapting agile practices to your development organization Uncovering and eradicating waste throughout the software development lifecycle Practical techniques for every development manager, project manager, and technical leader Lean software development: applying agile principles to your organization
In Lean Software Development, Mary and Tom Poppendieck identify seven fundamental "lean" principles, adapt them for the world of software development, and show how they can serve as the foundation for agile development approaches that work. Along the way, they introduce 22 "thinking tools" that can help you customize the right agile practices for any environment.
Better, cheaper, faster software development. You can have all three-if you adopt the same lean principles that have already revolutionized manufacturing, logistics and product development.
Iterating towards excellence: software development as an exercise in discovery Managing uncertainty: "decide as late as possible" by building change into the system. Compressing the value stream: rapid development, feedback, and improvement Empowering teams and individuals without compromising coordination Software with integrity promoting coherence, usability, fitness, maintainability, and adaptability How to "see the whole"-even when your developers are scattered across multiple locations and contractors Simply put, Lean Software Development helps you refocus development on value, flow, and people-so you can achieve breakthrough quality, savings, speed, and business alignment.
Machines need to be productive. People need to be effective.Productivity books focus on doing more, Jim and Tonianne want you to focus on doing better. Personal Kanban is about choosing the right work at the right time. Recognizing why we do the things we do. Understanding the impact of our actions. Creating value - not just product. For ourselves, our families, our friends, our co-workers. For our legacy.Personal Kanban takes the same Lean principles from manufacturing that led the Japanese auto industry to become a global leader in quality, and applies them to individual and team work. Personal Kanban asks only that we visualize our work and limit our work-in-progress. Visualizing work allows us to transform our conceptual and threatening workload into an actionable, context-sensitive flow. Limiting our work-in-progress helps us complete what we start and understand the value of our choices. Combined, these two simple acts encourage us to improve the way we work and the way we make choices to balance our personal, professional, and social lives.Neither a prescription nor a plan, Personal Kanban provides a light, actionable, achievable framework for understanding our work and its context. This book describes why students, parents, business leaders, major corporations, and world governments all see immediate results with Personal Kanban.
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Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth--and how it can help any organization thrive.
In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress -- to measure what mattered.
Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked.
In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization.
The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention.
In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.
John explains how OKRs Objectives and Key Results work and shows how you can apply them in all sorts of situations. I’d recommend John’s book for anyone interested in becoming a better manager (and I’d say that even if I hadn’t been interviewed for a super-nice chapter about the Gates Foundation). [source]
Whether you're a seasoned CEO or a first-time entrepreneur, you'll find valuable lessons, tools, and inspiration in the pages of Measure What Matters. I'm glad John invested the time to share these ideas with the world. [source]
In this indispensable book, the most important venture capitalist of our era reveals a key to business innovation and success. This crisp and colorful book combines fascinating case studies with insightful personal stories to show how OKRs can add magic to organizations of any size. [source]
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Learning to See Version 1.3
Mike Rother, John Shook, Jim Womack, Dan Jones
4.3
Much more important, these simple maps - often drawn on scrap paper - showed where steps could be eliminated, flows smoothed, and pull systems introduced in order to create a truly lean value stream for each product family.In 1998 John teamed with Mike Rother of the University of Michigan to write down Toyota's mapping methodology for the first time in "Learning to See." This simple tool makes it possible for you to see through the clutter of a complex plant. You'll soon be able to identify all of the processing steps along the path from raw materials to finished goods for each product and all of the information flows going back from the customer through the plant and upstream to suppliers. With this knowledge in hand it is much easier to envision a "future state" for each product family in which wasteful actions are eliminated and production can be pulled smoothly ahead by the customer.
In plain language and with detailed drawings, this workbook explains everything you will need to know to create accurate current-state and future- state maps for each of your product families and then to turn the current state into the future state rapidly and sustainably.
In "Learning to See" you will find:
A foreword by Jim Womack and Dan Jones explaining the need for this tool. An introduction by Mike Rother and John Shook describing how they discovered the mapping tool in their study of Toyota. Guidance on identifying your product families. A detailed explanation of how to draw a current-state map. A practice case permitting you to draw a current-state map on your own, with feedback from Mike and John in the appendix on how you did. A detailed explanation of how to draw a future-state map. A second practice case permitting you to draw a future-state map, with "the answer" provided in the appendix. Guidance on how to designate a manager for each value stream. Advice on breaking implementation into easy steps. An explanation of how to use the yearly value stream plan to guide each product family through successive future states. More than 50,000 copies of "Learning to See" have been sold in the past two years. Readers from across the world report that value stream mapping has been an invaluable tool to start their lean transformation and to make the best use of kaizen events.
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Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co-created by 470 -Business Model Canvas- practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition.
Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you're ready to change the rules, you belong to -the business model generation!-
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Recommended by Nir Eyal, Steve Blank, Alexandra Stroe, and 3 others.
Alexandra Stroe
I'd recommend The Lean Startup by Eric Ries, Business Model Generation by Alexander Osterwalder and Yves Pigneur and Zero to One by Peter Thiel when they are in the starting phase of a business that needs to validate its business model. [source]
Ashley Hathaway
I could probably name a dozen books here, but I’ll point out The Business Model Generation and Value Prop Design from Strategyzer. I steal from these constantly and are engrained in my work process. These books put into practice really taught me how to think. As soon as I saw that everything should have a foundation of empathy, what good user-testing looks like, how to test and iterate it changed everything. After that any problem could be solved. It wasn’t solving one big monolithic problem. It was going through a process. [source]
Kaci Lambe Kai
This was a great book, because it opened up the idea of what a business model is supposed to be vs what it can be. It doesn't have to be a stuffy, boring document. [source]
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Toyota Production System: Beyond large-scale production
Taiichi Ohno
4.2
In this classic text, Taiichi Ohno--inventor of the Toyota Production System and Lean manufacturing--shares the genius that sets him apart as one of the most disciplined and creative thinkers of our time. Combining his candid insights with a rigorous analysis of Toyota's attempts at Lean production, Ohno's book explains how Lean principles can improve any production endeavor. A historical and philosophical description of just-in-time and Lean manufacturing, this work is a must read for all students of human progress. On a more practical level, it continues to provide inspiration and instruction for those seeking to improve efficiency through the elimination of waste.
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Recommended by Grey Baker.
Grey Baker
Perhaps the only business book I’ve read and truly loved is Taiichi Ohno’s “The Toyota Production System”. It’s referenced a lot as the origin of the “Lean” movement, but it’s a much more enjoyable read than that makes it sound. Rather than management guru speak, it’s a wonderful book about the hard-won lessons Taiichi Ohno learned on the factory floor at Toyota. It won’t teach you what kanban means in modern management, but learning about Ohno’s desire to build an information nervous system for Toyota’s plants is so much more interesting! [source]
Why is change so difficult and frightening? How do you create change when you have few resources and no title or authority to back you up? Chip and Dan Heath, the best-selling authors of Made to Stick, are back with a ground-breaking book that addresses one of the greatest challenges of our personal and professional lives — how to change things when change is hard.
In their follow-up book to the critically acclaimed international bestseller Made to Stick, Chip and Dan Heath talk about how difficult change is in our companies, our careers, and our lives, why change is so hard, and how we can overcome our resistance and make change happen. The Heaths liken the human mind to two distinct entities — the animal mind, or what psychologist Jonathan Haidt calls the elephant, and the logical brain, which Haidt describes as the rider. The elephant is instinctive; it acts on emotion. It likes gorging on Oreos and sleeping in. And it loves routines — doing things the same old way, every day.
The rider is the planner and thinker. The rider obsesses about the future. He or she wants to stop eating junk food and stop hitting the snooze button. But it’s hard, because when the rider and elephant disagree on where to go, the rider usually loses. And that describes the essential tension between our primitive emotional brain and our high intellect, and helps to explain why changing how we behave is so difficult. The secret to making a switch is understanding this odd couple relationship. Direct the Rider. Motivate the Elephant. Shape the Path.
Throughout Switch, Chip and Dan Heath illustrate and explain situations in which sweeping change was adopted, from a university researcher who ended the cycle of child abuse in a group of families, to an entrepreneur who turned his skeptical employees into customer service zealots and saved his company.
In the tradition of Made to Stick, Blink, and Outliers, Switch is filled with engaging and entertaining stories of how companies and individuals have brought about and sustained significant change. An indispensable guide to making change happen, it is certain to become a classic.
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Recommended by Africa Mentor, Richard H Thaler, Satya Patel, and 2 others.
Africa Mentor
6 fine summer reads | London Business School London Business School Review A good book is the best travel companion – wherever you are. By the pool or on your commute, be transported with these titles chos... https://t.co/Wo9NYOrwqG via @theafricamentor #entrepreneur #africabiz [source]
Tudor Mihailescu
First thing first, finance people need to be decent communicators, ideally awesome communicators. There is an art in building a case or in delivering a presentation and we need to treat this step as seriously as we have treated the other steps. I do believe this is a top priority for an aspiring or practicing CFO - There are plenty of books on this topic, I would recommend the works of Chip and Dan Health like Switch and Made to Stick [source]
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Implementing Lean Software Development: From Concept to Cash
Mary Poppendieck
4.2
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33
Inspired: How to Create Tech Products Customers Love
The basic premise of Inspired is that the best tech companies create products in a manner very different from how most companies create products. The goal of the book is to share the techniques of the best companies. This book is aimed primarily at Product Managers working on technology-powered products. That includes the hundreds of "tech companies" like Google, Facebook, Amazon, Twitter and the like, as well as the thousands of companies moving to leverage technology (financial companies, media companies, retailers, manufacturers, nearly every industry). Inspired covers companies from early stage start-ups to large, established companies. The products might be consumer products or devices, business services for small businesses to enterprises, internal tools, and developer platforms.
Inspired is secondarily aimed at the designers, engineers, user researchers and data scientists that work closely with the product managers on product teams at these same companies.
The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures.
The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to
Define the companies purpose and develop a long-term philosophy Create value streams with connected flow, standardized work, and level production Build a culture to stop and fix problems Develop leaders who promote and support the system Find and develop exceptional people and partners Learn the meaning of true root cause problem solving Lead the change process and transform the total enterprise The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.
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Lean from the Trenches
Henrik Kniberg
4.2
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.
Contents
Foreword Preface
PART I: HOW WE WORK
1. About the Project 1.1 Timeline 5 1.2 How We Sliced the Elephant 6 1.3 How We Involved the Customer 7
2. Structuring the Teams
3. Attending the Daily Cocktail Party 3.1 First Tier: Feature Team Daily Stand-up 3.2 Second Tier: Sync Meetings per Specialty 3.3 Third Tier: Project Sync Meeting
4. The Project Board 4.1 Our Cadences 4.2 How We Handle Urgent Issues and Impediments
5. Scaling the Kanban Boards
6. Tracking the High-Level Goal
7. Defining Ready and Done 7.1 Ready for Development 7.2 Ready for System Test 7.3 How This Improved Collaboration
8. Handling Tech Stories 8.1 Example 1: System Test Bottleneck 8.2 Example 2: Day Before the Release 8.3 Example 3: The 7-Meter Class
9. Handling Bugs 9.1 Continuous System Test 9.2 Fix the Bugs Immediately 9.3 Why We Limit the Number of Bugs in the Bug Tracker 9.4 Visualizing Bugs 9.5 Preventing Recurring Bugs
10. Continuously Improving the Process 10.1 Team Retrospectives 10.2 Process Improvement Workshops 10.3 Managing the Rate of Change
11. Managing Work in Progress 11.1 Using WIP Limits 11.2 Why WIP Limits Apply Only to Features
12. Capturing and Using Process Metrics 12.1 Velocity (Features per Week) 12.2 Why We Don’t Use Story Points 12.3 Cycle Time (Weeks per Feature) 12.4 Cumulative Flow 12.5 Process Cycle Efficiency
13. Planning the Sprint and Release 13.1 Backlog Grooming 13.2 Selecting the Top Ten Features 13.3 Why We Moved Backlog Grooming Out of the Sprint Planning Meeting 13.4 Planning the Release
14. How We Do Version Control 14.1 No Junk on the Trunk 14.2 Team Branches 14.3 System Test Branch
15. Why We Use Only Physical Kanban Boards
16. What We Learned 16.1 Know Your Goal 16.2 Experiment 16.3 Embrace Failure 16.4 Solve Real Problems 16.5 Have Dedicated Change Agents 16.6 Involve People
PART II: A CLOSER LOOK AT THE TECHNIQUES
17. Agile and Lean in a Nutshell 17.1 Agile in a Nutshell 17.2 Lean in a Nutshell 17.3 Scrum in a Nutshell 17.4 XP in a Nutshell 17.5 Kanban in a Nutshell
18. Reducing the Test Automation Backlog 18.1 What to Do About It 18.2 How to Improve Test Coverage a Little Bit Each Iteration 18.3 Step 1: List Your Test Cases 18.4 Step 2: Classify Each Test 18.5 Step 3: Sort the List in Priority Order 18.6 Step 4: Automate a Few Tests Each Iteration 18.7 Does This Solve the Problem?
19. Sizing the Backlog with Planning Poker 19.1 Estimating Without Planning Poker 19.2 Estimating with Planning Poker 19.3 Special Cards
20. Cause-Effect Diagrams 20.1 Solve Problems, Not Symptoms 20.2 The Lean Problem-Solving Approach: A3 Thinking 20.3 How to Use Cause-Effect Diagrams 20.4 Example 1: Long Release Cycle 20.5 Example 2: Defects Released to Production 20.6 Example 3: Lack of Pair Programming 20.7 Example 4: Lots of Problems 20.8 Practical Issues: How to Create and Maintain the Diagrams 20.9 Pitfalls 20.10 Why Use Cause-Effect Diagrams?
21. Final Words
A1. Glossary: How We Avoid Buzzword Bingo Index
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2 Second Lean (How to Grow People and Build a Fun Lean Culture at Work & at Home, 3rd Edition)
Paul A. Akers
4.2
2 Second Lean will flip your world right-side up. It’s a practical way to improve your life every day by making a simple 2 second improvement. Join author, business expert, radio show host, and international speaker, Paul A. Akers, as he takes you on a LEAN journey that will transform every aspect your life... from your home to the office.
“Ten years ago I began my Lean journey. I had never even heard the word before, but what happened was nothing short of astounding. Lean thinking has propelled my business from a small operation in my garage into an international, multi-million dollar enterprise. Welcome to my world of Extreme Lean thinking. Once you have experienced the vast benefits of Lean, you will crave it, want it, and do anything to get it. Lean thinking has made an enormous difference in my life – personally and professionally.”
“This book is not intended for MBAs or those interested in manufacturing theory or flow charts. This book is intended to blast open the door of opportunity for people who want to improve their daily life, be it in their workplace or home. Lean is not as complicated as all the experts and textbooks make it out to be. In fact, as you learn to incorporate a Lean approach to your life, you will see that the more Lean thinking you have in your life, the more you will enjoy life.” ~ Paul A. Akers
Read this book and be inspired by how easy and fun it can be. No flow charts or graphs – just the real life journey of one company and the astounding results Lean thinking can produce. Take a few hours, read 2 Second Lean and change your life!
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How to Measure Anything: Finding the Value of "Intangibles" in Business
Praise for How to Measure Anything: Finding the Value of Intangibles in Business
"I love this book. Douglas Hubbard helps us create a path to know the answer to almost any question in business, in science, or in life . . . Hubbard helps us by showing us that when we seek metrics to solve problems, we are really trying to know something better than we know it now. How to Measure Anything provides just the tools most of us need to measure anything better, to gain that insight, to make progress, and to succeed." -Peter Tippett, PhD, M.D. Chief Technology Officer at CyberTrust and inventor of the first antivirus software
"Doug Hubbard has provided an easy-to-read, demystifying explanation of how managers can inform themselves to make less risky, more profitable business decisions. We encourage our clients to try his powerful, practical techniques." -Peter Schay EVP and COO of The Advisory Council
"As a reader you soon realize that actually everything can be measured while learning how to measure only what matters. This book cuts through conventional cliches and business rhetoric and offers practical steps to using measurements as a tool for better decision making. Hubbard bridges the gaps to make college statistics relevant and valuable for business decisions." -Ray Gilbert EVP Lucent
"This book is remarkable in its range of measurement applications and its clarity of style. A must-read for every professional who has ever exclaimed, 'Sure, that concept is important, but can we measure it?'" -Dr. Jack Stenner Cofounder and CEO of MetraMetrics, Inc.
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Recommended by Julia Galef and Nick Ganju.
Julia Galef
Has some good advice on how to improve your ability to make accurate predictions. [source]
Nick Ganju
About being outcome-based and getting these measurable outcomes. [source]
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Leading Lean Software Development: Results Are Not the Point
Mary Poppendieck, Tom Poppendieck
4.2
Building on their breakthrough bestsellers Lean Software Development and Implementing Lean Software Development, Mary and Tom Poppendieck's latest book shows software leaders and team members exactly how to drive high-value change throughout a software organization--and make it stick. They go far beyond generic implementation guidelines, demonstrating exactly how to make lean work in real projects, environments, and companies.
The Poppendiecks organize this book around the crucial concept of frames, the unspoken mental constructs that shape our perspectives and control our behavior in ways we rarely notice. For software leaders and team members, some frames lead to long-term failure, while others offer a strong foundation for success. Drawing on decades of experience, the authors present twenty-four frames that offer a coherent, complete framework for leading lean software development. You'll discover powerful new ways to act as competency leader, product champion, improvement mentor, front-line leader, and even visionary.
Systems thinking: focusing on customers, bringing predictability to demand, and revamping policies that cause inefficiency Technical excellence: implementing low-dependency architectures, TDD, and evolutionary development processes, and promoting deeper developer expertise Reliable delivery: managing your biggest risks more effectively, and optimizing both workflow and schedules Relentless improvement: seeing problems, solving problems, sharing the knowledge Great people: finding and growing professionals with purpose, passion, persistence, and pride Aligned leaders: getting your entire leadership team on the same page From the world's number one experts in Lean software development, Leading Lean Software Development will be indispensable to everyone who wants to transform the promise of lean into reality--in enterprise IT and software companies alike.
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Taiichi Ohno's Workplace Management
Taiichi Ohno
4.2
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40
The Gold Mine: A Novel of Lean Turnaround
Freddy Balle, Michael Balle
4.2
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41
Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, Second Edition
Masaaki Imai
4.2
Publisher's Note: Products purchased from Third Party sellers are not guaranteed by the publisher for quality, authenticity, or access to any online entitlements included with the product.
The definitive, fully up-to-date guide to continuous improvement in the workplace"An updated version of a classic book that shares a wealth of new healthcare examples and case studies from around the world. The methods in this book will help you improve quality and safety, reduce waiting times, and improve the long-term financial position of your organization. Highly recommended!" --Mark Graban, author of Lean Hospitals and coauthor of Healthcare Kaizen
"Every business faces the iron triangle of quality, cost, and delivery. Conventional thinking claims you cannot have all three. Not only does Mr. Imai turn that thinking on its head, but he shows you exactly how to do it." -- Matthew E. May, author of The Elegant Solution and The Laws of Subtraction
"Masaaki Imai has done it again. The second edition of his famous book not only describes all the tools necessary for any type of business to implement a lean strategy but also includes a large number of excellent case studies." -- Art Byrne, author of The Lean Turnaround
Written by Masaaki Imai, pioneer of modern business operational excellence and founder of the Kaizen Institute, Gemba Kaizen, Second Edition is an in-depth revision of this renowned, bestselling work. The book reveals how to implement cost-effective, incremental improvements in your most critical business processes. Global case studies from a wide range of industries demonstrate how gemba kaizen has been successfully used to:
Maximize capacity and reduce inventory at Unga Limited, one of Kenya's largest flour-milling operations Change the IT culture at Achmea, a large European insurance firm Exceed customer expectations at Walt Disney World in the United States Improve quality at Inoue Hospital in Japan Transform retail processes at Sonae MC, Portugal's largest employer Practice daily kaizen at Tork Ledervin, a weaving plant in Brazil Stamp out muda at Sunclipse, an industrial packaging distributor in the United States Manage quality improvement by total workforce involvement at Xuji Group Corporation, an electrical manufacturer in China Implement gemba kaizen at many other companies worldwide To thrive in today's competitive global economy, organizations need to operate more effectively and profitably than ever before. Developing problem solvers, increasing productivity, improving quality, and reducing waste are essential success factors. Proven strategies for achieving these goals are included in this pioneering guide.
This comprehensive resource offers detailed coverage of important gemba kaizen topics, including:
Quality, cost, and delivery in the gemba The five steps of workplace organization Identifying and eliminating muda--any non-value-adding activity Visual management Supervisors' roles in the lean workplace Gemba managers' roles and accountability in sustaining high performance Just-in-time and total flow management The CEO's role in leading a kaizen culture The methods presented in Gemba Kaizen, Second Edition reveal that when management focuses on implementing kaizen (incremental, continuous improvement) in the gemba (the worksite) unique opportunities can be discovered for increasing the success and profitability of any organization.
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42
Managing to Learn
John Shook, Jim Womack
4.2
Managing to Learn by Toyota veteran John Shook, reveals the thinking underlying the vital A3 management process at the heart of lean management and lean leadership. Constructed as a dialogue between a manager and his boss, the book explains how A3 thinking helps managers and executives identify, frame, and then act on problems and challenges. Shook calls this approach, which is captured in the simple structure of an A3 report, the key to Toyota's entire system of developing talent and continually deepening its knowledge and capabilities. The A3 Report is a Toyota-pioneered practice of getting the problem, the analysis, the corrective actions, and the action plan down on a single sheet of large (A3) paper, often with the use of graphics. A3 paper is the international term for a large sheet of paper, roughly equivalent to the 11-by-17-inch U.S. sheet. The widespread adoption of the A3 process standardizes a methodology for innovating, planning, problem-solving, and building foundational structures for sharing a broader and deeper form of thinking that produces organizational learning deeply rooted in the work itself, says Shook. Management expert James Womack predicts Managing to Learn will have a deep impact on the way lean companies manage people. He believes readers will learn an underlying way of thinking that reframes all activities as learning activities at every level of the organization, whether it's standardized work and kaizen at the individual level, system kaizen at the managerial level, or fundamental strategic decisions at the corporate level.
A unique layout puts the thoughts of a lean manager struggling to apply the A3 process to a key project on one side of the page and the probing questions of the boss who is coaching him through the process on the other side. As a result, readers learn how to write a powerful A3 - while learning why the technique is at the core of lean management and lean leadership.
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Recommended by Daniel Buttner.
Daniel Buttner
One of the books, Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement and Lead, contained a story of a Japanese supervisor / mentor and how he was guiding his junior colleague in his thought process to solve a complex problem without ever dictating his actions. The story was told from the student and the mentor’s perspective simultaneously - so you could perceive the story from both angles. During that period, I learned a lot about the importance of determining a root cause to a problem before jumping to a conclusion. [source]
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43
Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System
Durward K. Sobek II
4.2
Winner of a 2009 Shingo Research and Professional Publication Prize.
Notably flexible and brief, the A3 report has proven to be a key tool In Toyota's successful move toward organizational efficiency, effectiveness, and improvement, especially within its engineering and R&D organizations. The power of the A3 report, however, derives not from the report itself, but rather from the development of the culture and mindset required for the implementation of the A3 system. In Understanding A3 Thinking, the authors first show that the A3 report is an effective tool when it is implemented in conjunction with a PDCA-based management philosophy. Toyota views A3 Reports as just one piece in their PDCA management approach. Second, the authors show that the process leading to the development and management of A3 reports is at least as important as the reports themselves, because of the deep learning and professional development that occurs in the process. And finally, the authors provide a number of examples as well as some very practical advice on how to write and review A3 reports.
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The Mom Test: How to talk to customers & learn if your business is a good idea when everyone is lying to you
The Mom Test is a quick, practical guide that will save you time, money, and heartbreak.
They say you shouldn't ask your mom whether your business is a good idea, because she loves you and will lie to you. This is technically true, but it misses the point. You shouldn't ask anyone if your business is a good idea. It's a bad question and everyone will lie to you at least a little . As a matter of fact, it's not their responsibility to tell you the truth. It's your responsibility to find it and it's worth doing right .
Talking to customers is one of the foundational skills of both Customer Development and Lean Startup. We all know we're supposed to do it, but nobody seems willing to admit that it's easy to screw up and hard to do right. This book is going to show you how customer conversations go wrong and how you can do better.
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Recommended by Chandini Jain, Mikhail Dubov, and Roxana Bitoleanu.
Chandini Jain
Very recently, I read The Mom Test: How to talk to customers & learn if your business is a good idea when everyone is lying to you. The book talks about how to design user interviews to make sure you're not asking users/customers leading questions and get unbiased feedback. [source]
Mikhail Dubov
One of the five books recommends to young people interested in his career path. [source]
Roxana Bitoleanu
I would definitely start my list with The Mom Test because there is no resource on how to ask questions without being too eager or too revealing. I think this skill should be trained, be it an entrepreneur or not. [source]
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UX for Lean Startups
Laura Klein
4.2
Great user experiences (UX) are essential for products today, but designing one can be a lengthy and expensive process. With this practical, hands-on book, you’ll learn how to do it faster and smarter using Lean UX techniques. UX expert Laura Klein shows you what it takes to gather valuable input from customers, build something they’ll truly love, and reduce the time it takes to get your product to market.
No prior experience in UX or design is necessary to get started. If you’re an entrepreneur or an innovator, this book puts you right to work with proven tips and tools for researching, identifying, and designing an intuitive, easy-to-use product.
Determine whether people will buy your product before you build it Listen to your customers throughout the product’s lifecycle Understand why you should design a test before you design a product Get nine tools that are critical to designing your product Discern the difference between necessary features and nice-to-haves Learn how a Minimum Viable Product affects your UX decisions Use A/B testing in conjunction with good UX practices Speed up your product development process without sacrificing quality
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Recommended by Dan Olsen, Laura Klein, Steve Krug, and 1 others.
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Out of the Crisis
W. Edwards Deming
4.2
Deming offers a theory of management based on his famous 14 Points for Management.
"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."
According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
Previously published by MIT-CAES
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Bigger Leaner Stronger: The Simple Science of Building the Ultimate Male Body
MICHAEL MATTHEWS' #1 BESTSELLING NATURAL BODYBUILDING BOOK WITH OVER 400,000 COPIES SOLD. If you want to build muscle, lose fat, and look great as quickly as possible without steroids, good genetics, or wasting ridiculous amounts of time in the gym and money on supplements ... regardless of your age ... then you want to read this book.
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The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company
Art Byrne
4.2
THE C-LEVEL GUIDE TO SUCCEEDING WITH LEAN "With 30 years of accumulated experience, Art Byrne is one of the rare few people who can speak with authority about the pitfalls of fi nancial measurement systems, the importance of respect for people, the power of Lean in the marketplace, and the leverage from organizing people around value streams. When he writes 'Go to the Gemba and Run Your Kaizen, ' we must take heed." -- MASAAKI IMAI, bestselling author of Kaizen and Gemba Kaizen
"In this wonderful and important book, Byrne shows us that Lean management, understood and practiced correctly, consistently delivers spectacular results." -- BOB EMILIANI, author, Better Thinking, Better Results, and Professor, Connecticut State University
"A compelling picture of how Lean techniques and attitudes enable CEOs and senior executives to create a culture for transforming a company and putting it on a highperformance path." -- JERRY J. JASINOWSKI, former President of the National Association of Manufacturers
"Art Byrne provides real-world examples of how he exhibited the wisdom and courage to do the right thing, improving work practices at all levels of the organization to deliver the right results for all stakeholders. Which comes first, the wisdom or the courage? Read The Lean Turnaround to find out." -- JOHN SHOOK, Chairman and CEO, Lean Enterprise Institute
"Lean is the closest thing to magic I have experienced in my 40 years in business. I recommend Lean and this book to everyone responsible for the performance of a business, particularly those in private equity like me, where leverage magnifies the importance of cash." -- JOHN CHILDS, founder and CEO, of J. W. Childs Associates L.P.
"A must-read for any leader interested in understanding the strategic advantages from focusing on activities that add value to the customer experience." -- GARY S. KAPLAN, MD, Chairman and CEO of the Virginia Mason Health System
Lean isn't just for manufacturing anymore . . . Few business leaders in the world have applied Lean strategy as successfully as Art Byrne has--and none has the ability to explain how to do it with such succinctness and clarity.
Famous for turning around the wire management company Wiremold, where he rethought every aspect of operations from the customer's standpoint--and got everyone else in the company to do likewise--Byrne has successfully implemented Lean strategies in more than 30 companies in 14 different countries.
In The Lean Turnaround, this legendary business leader shares everything he has learned during his remarkable career and shows how anyone can achieve similar results. His primary message is this: Lean strategy isn't just for manufacturing. In fact, Byrne is using this very approach in his present position at a private equity firm.
Whatever type of company you run, Lean can be used to improve virtually every aspect of operations, from training and leading employees to accounting and payroll issues. The Lean Turnaround explains all the ins and outs of applying Lean strategy to:
Eliminate waste in every value-added operation Deliver consistent value to customers Stimulate growth and add jobs Increase wealth for all your stakeholders Build a company culture of continuous improvement (kaizen) Instead of attempting to get customers to conform to your way of doing things--which is, sadly, what most managers are taught to do--you need to configure your company to be responsive to the customers. This is at the core of Byrne's method--and it always works.
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Accelerate: Building and Scaling High-Performing Technology Organizations
Nicole Forsgren PhD
4.2
Does technology actually matter? And how can we apply technology to drive business value? For years, we've been told that the performance of software delivery teams doesn't matter--that it can't provide a competitive advantage to our companies. Through four years of groundbreaking research, Dr. Nicole Forsgren, Jez Humble, and Gene Kim set out to find a way to measure software delivery performance--and what drives it--using rigorous statistical methods. This book presents both the findings and the science behind that research. Readers will discover how to measure the performance of their teams, and what capabilities they should invest in to drive higher performance.
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Recommended by Kirk Borne.
Kirk Borne
Fantastic accomplishment! Congratulations @nicolefv on your outstanding #DevOps book ... I love that: “The Science of Lean” ... that works also for #DataOps and Lean Analytics. https://t.co/i9gPhKL0dt https://t.co/DNJpuJtER0 [source]
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The Four Steps to the Epiphany: Successful Strategies for Products That Win
Steve Blank
4.2
The bestselling classic that launched 10,000 startups and new corporate ventures - The Four Steps to the Epiphany is one of the most influential and practical business books of all time. The Four Steps to the Epiphany launched the Lean Startup approach to new ventures. It was the first book to offer that startups are not smaller versions of large companies and that new ventures are different than existing ones.
Startups search for business models while existing companies execute them. The book offers the practical and proven four-step Customer Development process for search and offers insight into what makes some startups successful and leaves others selling off their furniture.
Rather than blindly execute a plan, The Four Steps helps uncover flaws in product and business plans and correct them before they become costly. Rapid iteration, customer feedback, testing your assumptions are all explained in this book.
Packed with concrete examples of what to do, how to do it and when
Too much (good) info but thankfully there's a summary in the Appendix. [source]
Antonio Eram
This book was recommended by Antonio when asked for titles he would recommend to young people interested in his career path. [source]
Craig Pearce
If you are reading to learn skills that can be implemented in your startup, I’d recommend The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful by Eric Reis and actually avoid its predecessor The Four Steps to the Epiphany: Successful Strategies for Products That Win by Steve Blank until later in your career. [source]
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The Lean Entrepreneur: How Visionaries Create Products, Innovate with New Ventures, and Disrupt Markets
Brant Cooper, Patrick Vlaskovits, Eric Ries
4.1
Leverage the framework of visionaries to innovate, disrupt, and ultimately succeed as an entrepreneurThe Lean Entrepreneur, Second Edition banishes the "Myth of the Visionary" and shows you how you can implement proven, actionable techniques to create products and disrupt existing markets on your way to entrepreneurial success. The follow-up to the New York Times bestseller, this great guide combines the concepts of customer insight, rapid experimentation, and actionable data from the Lean Startup methodology to allow individuals, teams, or even entire companies to solve problems, create value, and ramp up their vision quickly and efficiently.
The belief that innovative outliers like Steve Jobs and Bill Gates have some super-human ability to envision the future and build innovative products to meet needs that have yet to arise is a fallacy that too many fall prey to. This 'Myth of the Visionary' does nothing but get in the way of talented managers, investors, innovators, and entrepreneurs. Taking a proven, measured approach, The Lean Entrepreneur will have you engaging customers, reducing time to market and budgets, and stressing your organization's focus on the power of loyal customers to build powerhouse new products and companies. This guide will show you how to:
Apply actionable tips and tricks from successful lean entrepreneurs with proven track records Leverage the Innovation Spectrum to disrupt markets and create altogether new markets Use minimum viable products to drive strategy and conduct efficient market testing Quickly develop cross-functional innovation teams to overcome typical startup roadblocks The Lean Entrepreneur is your complete guide to getting your startup moving in the right direction quickly and hyper-efficiently.
Lean is the most important business model for competitive success today. Yet companies still struggle to sustain enduring and deep-rooted business success from their lean implementation efforts. The most important problem for these companies is becoming lean: how can they advance beyond realizing isolated gains from deploying lean tools, to fundamentally changing how they operate, think, and learn? In other words, how can companies learn to go beyond lean turnaround to achieve lean transformation? The Lean Manager: A Novel of Lean Transformation, by lean experts Michael and Freddy Ball, addresses this critical problem. As we move from what Jim Womack, author, lean management authority, and LEI founder, calls the era of lean tools to the era of lean management, The Lean Manager gives companies a definitive guide for sustaining their ability to learn and improve operations and financial performance, while continually developing people. The only way to become and stay lean is to produce lean managers, says Womack. Every isolated effort will recede or fail unless companies learn to use the lean process as a way of developing individual problem-solvers with the ownership, initiative, and know-how to solve problems, learn, and ultimately coach new individuals in this discipline. That's why this book matters so much. The Lean Manager, the sequel to the Ball 's international bestselling business novel The Gold Mine, tells the compelling story of plant manager Andrew Ward as he goes through the challenging but rewarding journey to becoming a lean manager. Under the guidance of Phil Jenkinson (whose own lean journey was at the core of The Gold Mine), Ward learns to use a deep understanding of lean tools, as well as a technical know-how of his plant's operations, to foster a lean attitude that sustains continuous improvement. Where The Gold Mine shows you how to introduce a complete lean system, The Lean Manager demonstrates how to sustain
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Lean Solutions: How Companies and Customers Can Create Value and Wealth Together
James P. Womack, Daniel T. Jones
4.1
In this landmark new book, James Womack and Daniel Jones deconstruct this broken producer-consumer model and show businesses how to repair it.
A massive disconnect exists between consumers and providers today. Consumers have a greater selection of higher quality goods to choose from and can obtain these items from a growing number of sources. Computers, cars, and even big-box retail sites promise to solve our every need. So why aren't consumers any happier?
Because everything surrounding the process of obtaining and using all these products causes us frustration and disappointment. Why is it that, when our computers or our cell phones fail to satisfy our needs, virtually every interaction with help lines, support centers, or any organization providing service is marked with wasted time and extra hassle? And who among us hasn't spent countless hours in the waiting room at the doctor's office, or driven away from the mechanic only to have the "fix engine" light go on?
In their bestselling business classic Lean Thinking, James Womack and Daniel Jones introduced the world to the principles of lean production -- principles for eliminating waste during production. Now, in Lean Solutions, the authors establish the groundbreaking principles of lean consumption, showing companies how to eliminate inefficiency during consumption.
The problem is neither that companies don't care nor that the people trying to fix our broken products are inept. Rather, it's that few companies today see consumption as a process -- a series of linked goods and services, all of which must occur seamlessly for the consumer to be satisfied. Buying a home computer, for example, involves researching, purchasing, integrating, maintaining, upgrading, and, ultimately, replacing it.
Across all industries, companies that apply the principles of lean consumption will learn how to provide the full value consumers desire from products without wasting time or effort -- theirs or the consumers' -- and as a result these companies will be more profitable and competitive.
Lean Solutions is full of surprising success stories: Fujitsu, a leading service company for technology, has transformed the way call centers solve problems -- learning how to eliminate the underlying cause of current problems rather than fixing them again and again. An extremely successful car dealership has adopted lean principles to streamline its business, making for dramatically reduced wait time, fewer return trips, and greater satisfaction for customers -- and a far more lucrative enterprise.
Lean Solutions will inspire managers to take the first steps toward perfecting their company's process of giving consumers what they really want.
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Value Stream Mapping: How to Visualize Work and Align Leadership for Organizational Transformation
Karen Martin
4.1
The first of its kind—a Value Stream Mapping book written for those in service and office environments who need to streamline operations
Value Stream Mapping is a practical, how-to guide that helps decision-makers improve value stream efficiency in virtually any setting, including construction, energy, financial service, government, healthcare, R&D, retail, and technology. It gives you the tools to address a wider range of important VSM issues than any other such book, including the psychology of change, leadership, creating teams, building consensus, and charter development.
Karen Martin is principal consultant for Karen Martin & Associates, LLC, instructor for the University of California, San Diego's Lean Enterprise program, and industry advisor to the University of San Diego's Industrial and Systems Engineering program. Mike Osterling provides support and leadership to manufacturing and non-manufacturing organizations on their Lean Transformation Journey. In a continuous improvement leadership role for six years, Mike played a key role in Square D Company's lean transformation in the 1990s.
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The Lean Mindset: Ask the Right Questions
Mary Poppendieck / Tom Poppendieck Poppendieck / Poppendieck
4.1
What company doesn't want energized workers, delighted customers, genuine efficiency, and breakthrough innovation? The Lean Mindset shows how lean companies really work-and how a lean mindset is the key to creating stunning products and delivering amazing services. Through cutting-edge research and case studies from leading organizations, including Spotify, Ericsson, Intuit, GE Healthcare, Pixar, CareerBuilder, and Intel, you'll discover proven patterns for developing that mindset. You'll see how to cultivate product teams that act like successful startups, create the kind of efficiency that attracts customers, and leverage the talents of bright, creative people. The Poppendiecks weave lean principles throughout this book, just as those principles must be woven throughout the fabric of your truly lean organization. Learn How To Start with an inspiring purpose, and overcome the curse of short-term thinking Energize teams by providing well-framed challenges, larger purposes, and a direct line of sight between their work and the achievement of those purposes Delight customers by gaining unprecedented insight into their real needs, and building products and services that fully anticipate those needs Achieve authentic, sustainable efficiency without layoffs, rock-bottom cost focus, or totalitarian work systems Develop breakthrough innovations by moving beyond predictability to experimentation, beyond globalization to decentralization, beyond productivity to impact Lean approaches to software development have moved from novelty to widespread use, in large part due to the principles taught by Mary and Tom Poppendieck in their pioneering books. Now, in The Lean Mindset, the Poppendiecks take the next step, looking at a company where multidiscipline teams are expected to ask the right questions, solve the right problems, and deliver solutions that customers love.
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Everything I know about LEAN I learned in first grade
Robert O. Martichenko
4.1
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The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company
Steve Blank, Bob Dorf
4.1
Now a decade after the Four Steps to the Epiphany sparked the Lean Startup revolution, comes its sequel… The Startup Owner's Manual
The Manual incorporates 10 years of learning and best practices that have swept the startup world. It:
Incorporates the "Business Model Canvas" as the organizing principle for startup hypotheses Provides separate paths and advice for web/mobile products versus physical products Offers a wealth of detailed instruction on how to get, keep, and grow customers recognizing the different techniques for web and physical channels And teaches a "new math" for startups: "metrics that matter for fueling growth"
The Startup Owner's Manual is a step-by-step, near-encyclopedic reference manual or "how to" for building a successful, scalable startup. Want to know what to do the first, week, month or year? What's the right distribution channel for your product? How to get traffic to your web site? …and how to activate customers or users on arrival? Who are the right "first customers," and why? …plus many more great tips in nearly 500 pages, complete with index, glossary, and Customer Development Checklists
It's the indispensible reference guide for any startup founder, entrepreneur, investor or educator.
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Recommended by Steve Blank, Bill Earner, and Stephen Jeske.
Bill Earner
The Startup Owner's Manual by Steve Blank is a more full on version of the Lean Startup and is a real how to manual for customer development [source]
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Toyota Culture: The Heart and Soul of the Toyota Way
Jeffrey Liker, Michael Hoseus, Center for Quality People & Organization
4.1
Winner of the Shingo Prize for Research and Professional Publication, 2009
The international bestseller The Toyota Way explained the company's success by introducing a revolutionary 4P model for organizational excellence-Philosophy, People, Process, and Problem Solving. Now, in Toyota Culture, preeminent Toyota authorities Jeffrey Liker and Michael Hoseus reveal how Toyota selects, develops, and motivates its people to become committed to building high-quality products-and how you can do the same for your company.
Toyota Culture examines the "human systems" that Toyota has put in place to instill its founding principles of trust, mutual prosperity, and excellence in its plants, dealerships, and offices around the world. Beginning with a look at the evolution of the Toyota culture and why its people are the heart and soul of the Toyota Way, the authors explain the company's four-stage process for building and keeping quality people: Attract, Develop, Engage, and Inspire.
Drawing upon numerous examples from Liker's decades of research as well as Hoseus' insider access as a Toyota manager, Toyota Culture gives you the tools you need to:
Find competent, able, and willing employees Start training and socializing your people as you hire them Establish and communicate key business performance indicators at every level of your organization Train your people to solve problems and continuously improve processes in their daily work Develop leaders who live and teach your company's philosophy Reward top performance-and offer help to those who are struggling Fascinating vignettes of Toyota's innovative culture highlight the nuances of translating and recreating a people-centric culture in factories and offices across the globe. These exclusive, behind-the-scenes details are just what your company needs to successfully learn from The Toyota Culture.
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The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations
Gene Kim, Patrick Debois, John Willis, Jez Humble, John Allspaw
4.1
Increase profitability, elevate work culture, and exceed productivity goals through DevOps practices.
More than ever, the effective management of technology is critical for business competitiveness. For decades, technology leaders have struggled to balance agility, reliability, and security. The consequences of failure have never been greater whether it's the healthcare.gov debacle, cardholder data breaches, or missing the boat with Big Data in the cloud.
And yet, high performers using DevOps principles, such as Google, Amazon, Facebook, Etsy, and Netflix, are routinely and reliably deploying code into production hundreds, or even thousands, of times per day.
Following in the footsteps of The Phoenix Project, The DevOps Handbook shows leaders how to replicate these incredible outcomes, by showing how to integrate Product Management, Development, QA, IT Operations, and Information Security to elevate your company and win in the marketplace."
Table of contents
Preface Spreading the Aha! Moment Introduction
PART I: THE THREE WAYS 1. Agile, continuous delivery and the three ways 2. The First Way: The Principles of Flow 3. The Second Way: The Principle of Feedback 4. The Third Way: The Principles of Continual Learning
PART II: WHERE TO START 5. Selecting which value stream to start with 6. Understanding the work in our value stream… 7. How to design our organization and architecture 8. How to get great outcomes by integrating operations into the daily work for development
PART III: THE FIRST WAY: THE TECHNICAL PRACTICES OF FLOW 9. Create the foundations of our deployment pipeline 10. Enable fast and reliable automated testing 11. Enable and practice continuous integration 12. Automate and enable low-risk releases 13. Architect for low-risk releases
PART IV: THE SECOND WAY: THE TECHNICAL PRACTICES OF FEEDBACK 14*. Create telemetry to enable seeing abd solving problems 15. Analyze telemetry to better anticipate problems 16. Enable feedbackso development and operation can safely deploy code 17. Integrate hypothesis-driven development and A/B testing into our daily work 18. Create review and coordination processes to increase quality of our current work
PART V: THE THRID WAY: THE TECHNICAL PRACTICES OF CONTINUAL LEARNING 19. Enable and inject learning into daily work 20. Convert local discoveries into global improvements 21. Reserve time to create organizational learning 22. Information security as everyone’s job, every day 23. Protecting the deployment pipeline
PART VI: CONCLUSION A call to action Conclusion to the DevOps Handbook
APPENDICES 1. The convergence of Devops 2. The theory of constraints and core chronic conflicts 3. Tabular form of downward spiral 4. The dangers of handoffs and queues 5. Myths of industrial safety 6. The Toyota Andon Cord 7. COTS Software 8. Post-mortem meetings 9. The Simian Army 10. Transparent uptime
Additional Resources Endnotes
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User Story Mapping: Discover the Whole Story, Build the Right Product
Jeff Patton and Peter Economy
4.1
How do you build a product that delights users? You must first know who your users are and how they plan to use what you're building. With this practical book, you'll explore the often-misunderstood practice of user story mapping, and learn how it can help keep your team stay focused on users and their experience throughout the development process.
You and your team will learn that user stories aren't a way to write better specifications, but a way to organize and have better conversations. This book will help you understand what kinds of conversations you should be having, when to have them, and what to keep track of when you do.Learn the key concepts used to create a great story mapUnderstand how user stories really work, and how to make good use of them in agile and lean projectsExamine the nuts and bolts of managing stories through the development cycleUse strategies that help you continue to learn before and after the product's release to customers and users
"User Story Mapping" is ideal for agile and lean software development team members, product managers and UX practitioners in commercial product companies, and business analysts and project managers in IT organizations--whether you're new to this approach or want to understand more about it.
Lean Change Management: Innovative practices for managing organizational change
Jason Littl
4.1
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Getting the Right Things Done: A Leader's Guide to Planning and Execution
Pascal Dennis, Jim Womack
4.1
For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota, has proven to be the most effective process for meeting this ongoing challenge. In his new book Getting the Right Things Done, author and LEI faculty member Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company's lean transformation: • What kind of planning system is required to inspire meaningful company-wide continuous improvement? • How might we change existing mental models that do not support a culture of continuous improvement? Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean. Organization leaders at all levels and the management teams who are responsible for strategy deployment will find this book especially insightful. It tells the story of a fictional (yet very real) midsized company, Atlas Industries that needs to dramatically improve to compete with emerging rivals and meet new customer demands. Getting the Right Things Done chronicles the journey of the company and its President/COO, an experienced lean leader who was hired five years ago to steer Atlas in the right direction. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve. Atlas' challenge: "Something was missing: a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places." Enter strategy deployment. The book is designed to provide readers with a framework for understanding the key components of strategy deployment: agreeing on the company's "True North," working within the PDCA cycle, getting conse
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Lean Product and Process Development
Allen C. Ward
4.1
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Kanban and Scrum - Making the Most of Both
Henrik Kniberg, Mattias Skarin
4.1
Scrum and Kanban are two flavours of Agile software development - two deceptively simple but surprisingly powerful approaches to software development. So how do they relate to each other? The purpose of this book is to clear up the fog, so you can figure out how Kanban and Scrum might be useful in your environment. Part I illustrates the similarities and differences between Kanban and Scrum, comparing for understanding, not for judgement. There is no such thing as a good or bad tool - just good or bad decisions about when and how to use which tool. This book includes: - Kanban and Scrum in a nutshell - Comparison of Kanban and Scrum and other Agile methods - Practical examples and pitfalls - Cartoons and diagrams illustrating day-to-day work - Detailed case study of a Kanban implementation within a Scrum organization Part II is a case study illustrating how a Scrum-based development organization implemented Kanban in their operations and support teams.
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Toyota Talent: Developing Your People the Toyota Way
Jeffrey Liker, David Meier
4.1
Toyota doesn't just produce cars; it produces talented people. In the international bestseller, The Toyota Way, Jeffrey Liker explained Toyota's remarkable success through a 4P model for excellence-Philosophy, People, Problem Solving, and Process. Liker, with coauthor David Meier, provided deeper insight into the practical application of the principles in The Toyota Way Fieldbook. Now, these authorities on Toyota reveal how you can develop talented people and achieve incredible results in your company.
Toyota Talent walks you through the rigorous methodology used by this global powerhouse to grow high-performing individuals from within. Beginning with a review of Toyota's landmark approach to developing people, the authors illustrate the critical importance of creating a learning and teaching culture in your organization. They provide specific examples necessary to train employees in all areas-from the shop floor to engineering to staff members in service organizations-and show you how to support and encourage every individual to reach his or her top potential.
Toyota Talent provides you with the inside knowledge you need to
Identify your development needs and create a training plan Understand the various types of work and how to break complicated jobs into teachable skills Set behavioral expectations by properly preparing your workplace Recognize and develop potential trainers within your workforce Effectively educate nonmanufacturing employees and members of the staff Develop internal Lean Manufacturing experts Guiding you with expert tips and training aids, as well as real-world examples drawn from the authors' two decades of research and field work, Liker and Meier show you how to get the most out of people who live and breathe your company's philosophy-and who work together toward a common goal.
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A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance
Daniel Markovitz
4.1
Most business readers have heard of the Lean principles developed for factories--a set of tools and ideas that have enabled companies to dramatically boost quality by reducing waste and errors--producing more while using less. Yet until now, few have recognized how relevant these powerful ideas are to individuals and their daily work. Every person at a desk, drafting table, workstation, or operating table must (like a factory) deal with the challenge of reducing the waste that creeps into their work. The same Lean principles that have improved efficiencies on the factory floor can be just as powerful--in fact, far more so--in helping individuals boost personal performance.
Winner of a 2013 Shingo Research and Professional Publication Award!
A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance describes how you can foster a new mindset and improve your performance by applying Lean methods to your work. It translates powerful Lean tools such as visual management, flow, pull, 5S, and kaizen to your daily work, revealing how they can help to improve efficiency, reduce waste, and link you ever more closely to customer value. This practice will help you develop better self-awareness, more disciplined problem-solving skills, and the ability to self-correct errors.
This book not only provides the tools, but also teaches you how to find the root causes underlying your inefficiencies so you can eliminate them permanently. It will enable you to immediately improve personal productivity while developing the skills needed for continuous improvement. It includes real-world examples that illustrate how these principles have been successfully applied across a range of industries. Providing the perfect mix of what-to-do with why-to-do it, the text details a step-by-step approach to applying Lean principles to your work.
Listen to what Daniel Markovitz has to say about his new book, A Factory of One.
Part One -- Part Two View the book's website at www.afactoryofone.com.
View the author's website at www.timebackmanagement.com.
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Creating Level Pull: A Lean Production System Improvement Guide For Production Control, Operations, And Engineering Professionals
Art Smalley
4.1
Creating Level Pull: A Lean Production System Improvement Guide for Production Control, Operations, and Engineering Professionals shows you how to advance a lean transformation from a focus on isolated improvements to improving the entire plant-wide production system by implementing a lean production control system. The workbook gives a step-by-step case study on how to implement a level, pull-based production control system.
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The Toyota Engagement Equation: How to Understand and Implement Continuous Improvement Thinking in Any Organization
Tracey Richardson
4.1
From two Toyota insiders--a practical, proven formula for developing a successful Lean culture in any organization
In 1986, Toyota opened a factory in rural Kentucky and unveiled TPS, its revolutionary management system. While most manufacturers and organizations now use Lean methods, the application is almost always superficial and confined within existing management frameworks. Consequently, the groundbreaking transformation that allowed Toyota to flourish against incredible odds has rarely been replicated.
Toyota's Engagement Equation is a valuable guide to developing a Lean culture that is practical, compelling, and truly reflective of Toyota's unique approach. The authors, two Americans who worked at the Kentucky facility and were trained by Japanese mentors, present an accessible method for replicating Toyota's success in any organization. Step by step, you'll learn how to internalize Toyota's principles and successfully assimilate them into your daily work.
Highlights:
- A personal, first-hand account of Toyota's cultural practices in action - Introduces a practical, accessible approach to applying Lean methods in any organization - Unique insights on subjects such as global influences, the nature of work, and the triumph of empowering workers - Anecdotes and stories from noted Lean leaders, former mentors, and employees of Toyota's Kentucky facility
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69
Lean Production Simplified, Second Edition: A Plain-Language Guide to the World's Most Powerful Production System
Pascal Dennis
4.1
Winner of a Shingo Research and Professional Publication Award
Lean Production Simplified, Second Edition is a plain language guide to the lean production system written for the practitioner by a practitioner. It delivers a comprehensive insider's view of lean manufacturing. The author helps the reader to grasp the system as a whole and the factors that animate it by organizing the book around an image of a house of lean production.
Highlights include: A comprehensive view of Toyota�s lean manufacturing system A look at the origins and underlying principles of lean Identifying the goals of lean production Practical problem solving for lean production Activities that support involvement - Kaizen circles, suggestion systems, and problem solving This second edition has been updated with expanded information on the Lean Improvement Process; Production Physics and Little's Law - the fundamental equation for both manufacturing and service industries (cycle time = work in process/throughput); Value Stream Thinking - combining processes required to bring the product or service to the customer; Hoshin Planning -- using the Planning and Execution Tree diagram and Problem Solving -- including the "Five Why" method and how to use it.
Lean Production Simplified, Second Edition covers each of the components of lean within the context of the entire lean production system. The author's straightforward common sense approach makes this book an easily accessible on-the-floor resource for every operator.
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70
Lean Customer Development: Building Products Your Customers Will Buy
Cindy Alvarez
4.1
How do you develop products that people will actually use and buy? This practical guide shows you how to validate product and company ideas through customer development research--before you waste months and millions on a product or service that no one needs or wants.
With a combination of open-ended interviewing and fast and flexible research techniques, you'll learn how your prospective customers behave, the problems they need to solve, and what frustrates and delights them. These insights may shake your assumptions, but they'll help you reach the "ah-ha!" moments that inspire truly great products.
Validate or invalidate your hypothesis by talking to the right people Learn how to conduct successful customer interviews play-by-play Detect a customer's behaviors, pain points, and constraints Turn interview insights into Minimum Viable Products to validate what customers will use and buy Adapt customer development strategies for large companies, conservative industries, and existing products
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Recommended by Thomas Graziani.
Thomas Graziani
I am currently reading two business books: Radical Candor by Kim Scott which I expect can help me build better relationships with my colleagues, and Lean Customer Development by Cindy Alvarez which helps me have more open conversations with clients and better define our product roadmap. [source]
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71
The Toyota Way to Service Excellence: Lean Transformation in Service Organizations
LIKER
4.1
The world's bestselling Lean expert shows service-based organizations how to go Lean, gain value, and get results--The Toyota Way.
A must-read for service professionals of every level, this essential book takes the proven Lean principles of the bestselling Toyota Way series and applies them directly to the industries where quality of service is crucial for success. Jeff Liker and Karyn Ross show you how to develop Lean practices throughout your organization using the famous 4P model. Whether you are an executive, manager, consultant, or frontline worker who deals with customers every day, you'll learn how take advantage of all Lean has to offer.
With this book as your guide, you'll gain a clear understanding of Lean and discover the principles, practices and tools needed to develop people and processes that surprise and delight each of your customers. These ground-tested techniques are designed to help you make continuous improvements in your services, streamline your operations, and add ever-increasing value to your customers. Fascinating case studies of Lean-driven success in a range of service industries, including healthcare, insurance, financial services, and telecommunications, illustrate that Lean principles and practices work as well in services as they do in manufacturing.Drawn from original research and real-world examples, The Toyota Way to Service Excellence will help you make the leap to Lean.
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72
Managing The Design Factory: A Product Developer's Toolkit
Donald G. Reinertsen
4.1
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73
Lean for Dummies
Natalie J. Sayer
4.0
Take charge and engage your enterprise in a Lean transformationHave you thought about using Lean in your business or organization, but are not really sure how to implement it? Or perhaps you're already using Lean, but you need to get up to speed. "Lean For Dummies" shows you how to do more with less and create an enterprise that embraces change. In plain-English, this friendly guide explores the general overview of Lean, how flow and the value stream works, and the best ways to apply Lean to your enterprise.
This revised edition includes the latest tools, advice, and information that can be used by everyone -- from major corporations to small business, from non-profits and hospitals to manufacturers and service corporations. In addition, it takes a look at the successes and failures of earlier Lean pioneers -- including Toyota, the inventors of Lean -- and offer case studies and hands-on advice.The latest on the Six Sigma and Lean movementsThe role of technology and the expanding Lean toolboxCase studies enhance the material
"Lean For Dummies" gives today's business owners and upper level management in companies of all sizes and in all industries, the tools and information they need to streamline process and operate more efficiently.
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74
The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes
Beau Keyte, Drew A. Locher
4.0
"Winner of the 2005 Shingo Prize for Excellence in Manufacturing Research" Most lean initiatives conducted by manufacturers are focused mostly on shop-floor activities -- mapping the value stream of raw material to the shop-floor customer. Much of the untapped potential for productivity improvements lies, however, in non-production areas -- where the value stream is administrative (i.e., "order to cash"). These "office" value streams directly support the daily production needs of an enterprise.
Beau Keyte and Drew Locher's new book, The Complete Lean Enterprise: Value Stream Mapping for Administrative and Office Processes, offers a step-by-step approach to applying lean initiatives to the administrative and office environment. It's a must read for leaders looking to improve their production support activities within their order-to-cash value stream. The Complete Lean Enterprise is a valuable tool in applying value stream mapping (VSM) to non-production areas, identifying office wastes, establishing performance metrics, speeding up administrative workflow, and improving office efficiency.
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75
Making Work Visible: Exposing Time Theft to Optimize Work & flow
Dominica Degrandis
4.0
In this timely book by Information Technology time management expert Dominica DeGrandis, the real crime of the century is revealed--time theft, one of the most costly factors impacting enterprises in their day-to-day operations. In three parts, DeGrandis reveals the five primary causes (a.k.a. the five thieves of time) of value stream delays, the simple yet highly effective solutions that make work visible, and the metrics needed to track the flow of work to better apply time saving solutions. Throughout the book, readers will learn effective practices that create high-performing flow within an organization. Using full-color illustrations and other visual cues, this book isn't your normal stodgy or hard to understand IT book, it sets itself apart from the Lean, Kanban, and -make work visible- titles by 'showing' as well as telling how to utilize visual tools in the most effective way possible, increasing work flow in quantitative ways. Exercises, bulleted takeaways, and real-world examples from DeGrandis' own work experience all underpin the utility of the book's content. Additional vignettes throughout the book also show how other practices within an enterprise, such as marketing and financial departments, can use the same methods to solve and prevent time theft crimes within their own practices.
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76
The Startup Way: Making Entrepreneurship a Fundamental Discipline of Every Enterprise
Eric Ries
4.0
Entrepreneur and bestselling author of The Lean Startup Eric Ries reveals how entrepreneurial principles can be used by businesses ranging from established companies to early-stage startups to grow revenues, drive innovation, and emerge as truly modern organizations poised to take advantage of the enormous opportunities of the 21st century.
In The Lean Startup, Eric Ries laid out the practices of successful startups - building minimal viable products ("MVPs"), extensive customer-focused testing based on a build, measure, learn method of continuous innovation, and deciding whether to persevere or pivot. In The Startup Way, he turns his attention to a whole new group of organizations: iconic multinationals like GE and Toyota, Silicon Valley tech titans like Amazon and Facebook, and the next generation of Silicon Valley upstarts like Airbnb and Twilio. Drawing on his experiences over the past five years working with these organizations, as well as nonprofits, NGOs, and governments, Ries lays out a new management system that leads to sustainable growth and long-term impact. Filled with in-the-field stories, insights, and tools, The Startup Way is an essential roadmap for any organization navigating the uncertain waters of the century ahead.
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Recommended by Reid Hoffman, Aaron Levie, Arianna Huffington, and 5 others.
Continuous innovation is the key to long-term impact and success. Eric shows how organizations of all kinds—not just startups—can be built to learn and adapt. In the pivot-or-perish networked world of twenty-first-century business, this is mission critical reading. [source]
Aaron Levie
Co-founder/Box
The Startup Way teaches companies of all sizes how to effectively incubate and maintain an entrepreneurial culture through growth by allowing employees to find their inner entrepreneur. A must read, especially, by all leaders burdened by legacy organizational baggage and processes. [source]
Arianna Huffington
Founder/The Huffington Post
In The Startup Way, Eric Ries uses his years of work with companies like GE and Toyota to show us what the company of the future will look like. If you want to know how companies can become more agile, more innovative, and more resilient in the face of today’s relentless pace of change, this is the book for you. [source]
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77
The Birth of Lean
Koichi Shimokawa, Takahiro Fujimoto, et al.
4.0
There are a lot of books that describe the Toyota Production System, but most do so in a way that implies that there was a master plan to create a company-wide improvement system. But as the pioneers in The Birth of Lean explain, there was no master plan—TPS came about through experimentation, trial and error, and an evolution of ideas that shaped Toyota’s structure and management system.
This is an honest look at the origins of Lean, written in the words of the people who created the system. Through interviews and annotated talks, you will hear first-person accounts of what these innovators and problem-solvers did and why they did it. You’ll read rare, personal commentaries that explain the interplay of (sometimes opposing) ideas that created a revolution in thinking.
In The Birth of Lean, you’ll get a glimpse inside the minds and thought processes of the system’s creators and innovators:
• Taiichi Ohno—the man who envisioned a way of working that would evolve into the Toyota Production System
• Eiji Toyoda—the former Toyota President and Chairman who oversaw the development of TPS and the inclusion of TQC at Toyota
• Kikuo Suzumura—the Toyota manager recognized as the most influential in translating Ohno’s ideas into actionable items
• Michikazu Tanaka—the manager and executive at Toyota affiliate Daihatsu who adapted TPS to his organization
• Kaneyoshi Kusunoki—the former head of Toyota’s production engineering organization who refined the buffering system in use in Toyota’s operations
• Masao Nemoto—the Toyota executive central to the deployment of TQC at Toyota
In this English translation of a previously published Japanese book, you’ll hear the words of the people who created the countermeasures that Toyota devised to address issues as they arose—countermeasures that they continue to use and adapt today. By understanding that the great minds that developed such a powerful system started with simple experiments, you’ll be encouraged to begin your own experiments and transform your organization.
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78
Scaling Lean: Mastering the Key Metrics for Startup Growth
Ash Maurya
4.0
A hands-on guide to the metrics that matter most to young tech startups.
In the early stages of a tech startup's life, it's hard to decipher the meaningful metrics from the distractions. How do you know if your product is working? Is it the number of new signups? Average amount of time spent on the site? Revenue, even if you don't have a revenue model yet?
In Scaling Lean, serial entrepreneur and author of the startup cult classic Running Lean Ash Maurya offers a tactical handbook for measuring and scaling a tech startup with maximum efficiency and efficacy. Maurya pairs real-world examples of startups like Airbnb and Dropbox with techniques and language from the manufacturing world to create a new model for measuring and describing an early stage startup's success. Scaling Lean is an indispensable handbook for startup founders graduating from the incubator stage to build their business in the real world.
Follow up to his book Running Lean, that shows how to successfully make the leap from startup to sustainable business. [source]
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79
Lead With Respect: A Novel of Lean Practice
Michael Balle, Freddy Balle, et al.
4.0
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80
The Elegant Solution: Toyota's Formula for Mastering Innovation
Matthew E. May, Kevin Roberts
4.0
For the first time, an insider reveals the formula behind Toyota's unceasing quest to innovate and do more with less, a philosophy that has made it one of the ten most profitable companies in the world (and worth more than GM, Ford, DaimlerChrysler, and Honda combined). In a rare look into Toyota's ability to consistently achieve breakthroughs that outperform the competition, The Elegant Solution explains what Toyota associates have know all along: its not about the cars. Rather, Toyota's astounding success is just the visible result of a hidden creative process that begins with a seven-digit number. One million. That's how many new ideas that Toyota organization implements every year. These ideas come from every level of the organization- from the factory floors to the corporate suites. And organizations all over the world want to learn how it's done. Now senior University of Toyota advisor Matthew May show how any company can achieve an environment of everyday innovation and discover the kinds of elegant solutions that hold the power to change the game forever. World-class benchmarks like Lexus, Prius, Scion- even Toyota's vaunted production system- are simply shining examples of elegant solutions.
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81
The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development
Dantar P. Oosterwal
4.0
From near-extinction in the early eighties, Harley-Davidson rose to worldwide recognition and is still today one of the great, iconic American motorcycle brands. In this insider guide, former Harley-Davidson executive Dantar Oosterwal offers an exclusive look at how Harley-Davidson was able to adapt in an ever-changing world to stay on top and stay in existence. In The Lean Machine, readers learn about Harley-Davidson’s secret weapon and go-to formula for outstanding success: Knowledge-Based Product Development. Rooted in Japanese productivity improvement techniques, this method helped Harley realize an unprecedented fourfold increase in throughput in half the time--powering annual growth of more than ten percent. Winner of the 2017 Shingo Prize for Literature, The Lean Machine--which is part business journal, part analysis, and part step-by-step toolkit--takes readers through the day-to-day transformation at Harley and identifies universal change and improvement issues so that companies in any industry can incorporate this game-changing system--with predictably excellent results.
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82
Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum
Craig Larman / Bas Vodde Larman / Vodde
4.0
Lean Development and Agile Methods for Large-Scale Products: Key Thinking and Organizational Tools for Sustainable Competitive Success Increasingly, large product-development organizations are turning to lean thinking, agile principles and practices, and large-scale Scrum to sustainably and quickly deliver value and innovation. However, many groups have floundered in their practice-oriented adoptions. Why? Because without a deeper understanding of the thinking tools and profound organizational redesign needed, it is as though casting seeds on to an infertile field. Now, drawing on their long experience leading and guiding large-scale lean and agile adoptions for large, multisite, and offshore product development, and drawing on the best research for great team-based agile organizations, internationally recognized consultant and best-selling author Craig Larman and former leader of the agile transformation at Nokia Networks Bas Vodde share the key thinking and organizational tools needed to plant the seeds of product development success in a fertile lean and agile enterprise. Coverage includes Lean thinking and development combined with agile practices and methods Systems thinking Queuing theory and large-scale development processes Moving from single-function and component teams to stable cross-functional cross-component Scrum feature teams with end-to-end responsibility for features Organizational redesign to a lean and agile enterprise that delivers value fast Large-scale Scrum for multi-hundred-person product groups In a competitive environment that demands ever-faster cycle times and greater innovation, applied lean thinking and agile principles are becoming an urgent priority. Scaling Lean & Agile Development will help leaders create the foundation for their lean enterprise-and deliver on the significant benefits of agility. In addition to the foundation tools in this text, see the companion book Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum for complementary action tools.
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83
Kanban in Action
Marcus Hammarberg, Joakim Sunden
4.0
Do you have more work that needs to be done than you have time to do it? Do you suffer from interruptions and context switching? Would your work benefit from faster feedback and shorter lead times? Are you challenged to find time and guidance for improving your way of working? If you answered yes to any of these questions, kanban is for you!
Kanban is an emerging second generation agile method inspired by five decades of process excellence in the Japanese auto manufacturing industry, also known as lean thinking. Kanban leverages visual management techniques to involve stakeholders and to facilitate understanding of how the work works. Through limiting the amount of work in process, and by focusing on finishing that work as soon as possible, kanban helps you to adjust demand to capacity, to reduce lead times and to create a driver for continuous improvement.
Kanban in Action is a down-to-earth, no-frills, get-to-know-the-ropes introduction to kanban. It's based on the real-world experience and observations from two kanban coaches who have introduced this process to dozens of teams. In this book, you'll discover basic but powerful techniques on how to visualize and track work, how to construct a kanban board, how to visualize queues and bottlenecks, and much much more. You'll learn the principles of why kanban works as well as nitty-gritty details like how to use different color stickies to help you organize and track your work items.
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84
5 Pillars of the Visual Workplace
Hiroyuki Hirano
4.0
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85
Actionable Agile Metrics for Predictability: An Introduction
Daniel S. Vacanti
4.0
Actionable Agile Metrics for Predictability is a comprehensive guide on how to use flow metrics and analytics to get the predictability your customers crave.
“When will it be done?”
That is probably the first question your customers ask you once you start working on something for them. Think about how many times you have been asked that question. How many times have you ever actually been right?
We can debate all we want whether this is a fair question to ask given the tremendous amount of uncertainty in knowledge work, but the truth of the matter is that our customers are going to inquire about completion time whether we like it or not. Which means we need to come up with an accurate way to answer them. The problem is that the forecasting tools that we currently utilize have made us ill-equipped to provide accurate answers to reasonable customer questions.
Until now.
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86
Certain to Win: The Strategy of John Boyd, Applied to Business
Chet Richards
4.0
Certain to Win [Sun Tzu's prognosis for generals who follow his advice] develops the strategy of the late US Air Force Colonel John R. Boyd for the world of business.
The success of Robert Coram's monumental biography, Boyd, the Fighter Pilot Who Changed the Art of War, rekindled interest in this obscure pilot and documented his influence on military matters ranging from his early work on fighter tactics to the USMC's maneuver warfare doctrine to the planning for Operation Desert Storm. Unfortunately Boyd's written legacy, consisting of a single paper and a four-set cycle of briefings, addresses strategy only in war.
Boyd and Business
Boyd did study business. He read everything he could find on the Toyota Production System and came to consider it as an implementation of ideas similar to his own. He took business into account when he formulated the final version of his OODA loop and in his last major briefing, Conceptual Spiral, on science and technology. He read and commented on early versions of this manuscript, but he never wrote on how business could operate more profitably by using his ideas.
Other writers and business strategists have taken up the challenge, introducing Boyd's concepts and suggesting applications to business. Keith Hammonds, in the magazine Fast Company, George Stalk and Tom Hout in Competing Against Time, and Tom Peters most recently in Re-imagine! have described the OODA loop and its effects on competitors.
They made significant contributions. Successful businesses, though, don t concentrate on affecting competitors but on enticing customers. You could apply Boyd all you wanted to competitors, but unless this somehow caused customers to buy your products and services, you ve wasted time and money. If this were all there were to Boyd, he would rate at most a sidebar in business strategy.
Business is not War
Part of the problem has been Boyd's focus on war, where affecting competitors is the whole idea. Armed conflict was Boyd's life for nearly 50 years, first as a fighter pilot, then as a tactician and an instructor of fighter pilots, and after his retirement, as a military philosopher. Coram describes (and I know from personal experience) how his quest consumed Boyd virtually every waking hour.
It was not a monastic existence, though, since John was above everything else a competitor and loved to argue over beer and cigars far into the night. During most of the 1970s and 80s he worked at the Pentagon, where he could share ideas and debate with other strategists and practitioners of the art of war. The result was the remarkable synthesis we know as Patterns of Conflict. Discussions about generals and campaigns, however, did not give Boyd much insight into competition in other areas, like business
Now you might expect, at first glance, that business is so much like war that lifting concepts from one and applying them to the other would be straightforward. But think about that for a minute. Even in its simplest description, business doesn't really look much like war. For one thing, there are always three sides to business competition: you, customers, and competitors. Often it is vastly more complex, with a multitude of competitors who are customers of each other as well. In business, unlike war, it may even be desirable to be conquered by a competitor in a lucrative merger or acquisition. Finally, and most important, it is rarely possible to defeat the other player in the triangle, that is, to compel an unwilling customer to buy. Attempts to pressure customers into paying too much or into buying more than they need often open a window for competitors (as the US airline industry is belatedly discovering.) Generally all we can do is attract offer products and services to potential customers, whose decisions determine who wins and who loses.
What this means is that the strategies and tactics of war, Boyd's included, are destructive in nature and so never apply to business. Expressions like Attack enemy weaknesses have no meaning, except as metaphors and analogies. Across different domains, such literary devices are as likely to be misleading as helpful.
Boyd's Strategy Still Applies
Business is not war, but it is a form of conflict, a situation where one group can win only if another group loses. If you dig beneath Boyd's war-centered tactics you find a general strategy for ensuring that in most any type of conflict your group will be the one that wins.
Although Boyd made a number of new and fundamental contributions, his is an ancient school, extending back in written form 2,500 years. It is built around two primary themes:
A focus on time (not speed) and specifically, using dislocations in time to shape the competitive situation. These effects, by the way, are quite different in business than they are in war.
A culture with attributes that enable even impel organizations to exploit time for competitive advantage. Within Boyd's culture, members will seek out or invent specific practices that will work for it.
Why You Should Read this Book
This book will give you a firm foundation in Boyd's strategy, starting with its military roots, but it is not a how-to manual. There could never be such a manual for strategy since all sides could use it and so would derive no strategic benefit. Anything you can write a how-to manual for is tactics or even technique. Strategy begins where these leave off.
You should read this book if you ve found other books on business strategy lacking something. You should read it if you appreciate that Sun Tzu seems to be revealing fundamental truths, but it's not clear what they have to do with business. You should read it if you intend to run your own show without the decision making by committee, shunning of responsibility, and breakdown of ethics and trust that you see around you every day.
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Recommended by Bill Earner.
Bill Earner
It's a short but deep book about John Boyd and his strategies, the most famous of which is the OODA loop. [source]
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87
Kaizen. La clave de la ventaja competitiva japonesa
Massaaki Iman
4.0
ISBNs moved from this edition Si hay una obra que ponga al alcance del lector y del administrador occidental el conjunto de prácticas y herramientas administrativas que constituyen el secreto del llamado milagro japonés, es esta. Los conceptos que son parte de la cultura administrativa internacional —círculos de calidad, cultura empresarial, mejoramiento continuo, enfoque hacia el cliente, justo a tiempo—, aparecen explicados como instancias de un único concepto básico: el Kaizen.
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88
Lean Strategy
Michael Balle, Daniel Jones, Jacques Chaize, Orest Fiume
4.0
A groundbreaking and revolutionary book that will transform how lean is understood, practiced, and used within organizations
A lean strategy is about gaining a competitive edge by offering better quality products at competitive prices and making a sustainable profit by eliminating waste through engaging employees in discovering deeper ways to think about their own jobs and smarter ways of working together. In its current form, lean has been radically effective, but its true powers have yet to be harnessed.
Lean Strategy harnesses that power and delivers a new way of creating value from lean. Leading lean experts address popular misconceptions about the basics of lean/TPS, showing the true purpose of tools, methods, and attitudes that leverage the intelligence of every employee doing the work. You'll learn how to think--and then act--differently, tapping the power of every person in your organization in a disciplined manner that generates unparalleled, sustainable success that is responsive to today's most pressing challenges
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89
Lean and Strong: Eating Skills, Psychology, and Workouts
Josh Hillis and Molly Galbraith
4.0
Josh Turner wants Hannah more than life itself. She's perfect and new . . . but she's a McIntyre. She's from the richest family in the county, and he's a Turner, from the wrong side of the proverbial tracks. And to make matters worse, there's no love lost between their families.
New Adult 92K words / suitable for 18+ AN ALPHA-MALE IN THE MAKING
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90
The Lean Farm: How to Minimize Waste, Increase Efficiency, and Maximize Value and Profits with Less Work
Ben Hartman
4.0
A practical, systems-based approach for a more sustainable farming operation
To many people today, using the words "factory" and "farm" in the same sentence is nothing short of sacrilege. In many cases, though, the same sound business practices apply whether you are producing cars or carrots. Author Ben Hartman and other young farmers are increasingly finding that incorporating the best new ideas from business into their farming can drastically cut their wastes and increase their profits, making their farms more environmentally and economically sustainable. By explaining the lean system for identifying and eliminating waste and introducing efficiency in every aspect of the farm operation, The Lean Farm makes the case that small-scale farming can be an attractive career option for young people who are interested in growing food for their community. Working smarter, not harder, also prevents the kind of burnout that start-up farmers often encounter in the face of long, hard, backbreaking labor.
Lean principles grew out of the Japanese automotive industry, but they are now being followed on progressive farms around the world. Using examples from his own family's one-acre community-supported farm in Indiana, Hartman clearly instructs other small farmers in how to incorporate lean practices in each step of their production chain, from starting a farm and harvesting crops to training employees and selling goods. While the intended audience for this book is small-scale farmers who are part of the growing local food movement, Hartman's prescriptions for high-value, low-cost production apply to farms and businesses of almost any size or scale that hope to harness the power of lean in their production processes.
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91
The Spirit of Kaizen: Creating Lasting Excellence One Small Step at a Time
Robert Maurer
4.0
Discover the power of KAIZEN to make lasting and powerful change in your organization
"Maurer uses his knowledge of the brain and human psychology to show what I have promoted for the past three decades--that continuous improvement is built on the foundation of people courageously using their creativity. Kaizen is much more than a world-class management practice; it is a technique to remove fear from our mind's mind, enabling us to take small steps to better things. The process of change starts with awareness and desire in our minds and then leads to action and change in the physical world. Readers of this book will surely fi nd new ideas and encouragement to make improvements in personal health, performance at work, and their own well-being." --Masaaki Imai, Chariman, Kaizen Institute
KAIZEN The Small-Step Step Solution for You and Your Company
Today's businesses love the idea of revolutionary, immediate change. But major "disruptive" efforts often fail because radical change sets off alarms in our brains and shuts down our power to think clearly and creatively.
There is, however, a more effective path to change. Change that is lasting and powerful. Change that begins with one small step . . .
It's The Spirit of Kaizen--a proven system for implementing small, incremental steps that can have a big impact in reaching your goals. This step-by-step guide from renowned psychologist and consultant Dr. Robert Maurer shows you how to:
Lower costs--by offering little rewards Raise quality--by reducing mistakes Manage difficult people-- one step at a time Boost morale and productivity-- in five minutes a day Implement big ideas--through small but steady actions Sell more--in less time Filled with practical tips and ready-to-use tools for managers, innovators, and entrepreneurs, The Spirit of Kaizen is the essential handbook for a changing world. You'll learn how to think outside the suggestion box, remove mental blindfolds, manage stress with one-minute exercises, and handle rising health-care costs. You'll discover the "small step" secrets for dealing with all kinds of people, from tough bosses and listless workers to stubborn clients and fussy customers.
These simple but powerful techniques can be applied to almost any workplace situation, especially when you're trying to navigate the stormy waters of radical change, high-pressure deadlines, and cutthroat competition. These are the same methods of small, continual improvement that have been tested by the largest companies, such as Boeing, Toyota, and the U.S. Navy--methods that will work for you, too.
No matter how big the obstacle or how big the dream, The Spirit of Kaizen has a small-step solution to help you succeed.
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92
The New Economics for Industry, Government, Education
W. Edwards Deming
4.0
In this book W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis.
..". competition, we see now, is destructive. It would be better if everyone would work together as a system, with the aim for everybody to win. What we need is cooperation and transformation to a new style of management."
In this book W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis. The system of profound knowledge, as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Describing prevailing management style as a prison, Deming shows how a style based on cooperation rather than competition can help people develop joy in work and learning at the same time that it brings about long-term success in the market. Indicative of Deming's philosophy is his advice to abolish performance reviews on the job and grades in school.
Previously published by MIT-CAES
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93
Toyota Way to Continuous Improvement: Linking Strategy and Operational Excellence to Achieve Superior Performance
Jeffrey Liker and James Franz
4.0
A lean blueprint for creating long-termsustainability the Toyota way!
During Toyota's highly publicized recalls of2009 and 2010, the legendary carmaker's60-year-old reputation for operational excellencewas put under the microscope. Business punditswondered out loud if Toyota's quality levels haddecreased dramatically, while the harshest criticspredicted the end of the company as we know it.For the most part, the government's fi ndings absolvedToyota of serious defects and accidents, and Toyota recovered rapidly-but mistakes weremade, which showed that Toyota is not perfect. Infact, there is always opportunity for improvementin every process.
In his bestselling business management classic "TheToyota Way," Jeffrey Liker introduced the world tothe foundational principles that have made Toyotathe envy of companies around the world. Now, in "The Toyota Way to Continuous Improvement," Liker teams up with former Toyota production engineerJames Franz to explain the underlying thinkingbehind continuous improvement and why anycompany needs a disciplined approach to processimprovement in every part of the organization.
Liker and Franz outline the common mistakes inthinking that limit results, and they reveal howToyota achieves its dual objectives of improvingbusiness performance and developing its peoplethrough following Dr. W. Edwards Deming's teachingsof Plan-Do-Check-Adjust (PDCA). Throughdetailed case examples in many industries, you'lllearn how to: Determine why your processes aren't achievinganticipated resultsBuild a sustainable lean process with awell-defined purposeCreate a system that reveals problemsTeach every leader and team memberat every level the art of PDCA for processimprovement
With "The Toyota Way to Continuous Improvement," you have the foundation you need to developa vision of continuous improvement specificto your organization and plot a path to turn yourvision into a measurable reality.
Praise for "The Toyota Way to Continuous Improvement"
"I have found inspiration and lessons in these real stories from real peoplewho try, sometimes fail, and yet find creative ways to succeed in adaptingthe principles of Deming and Toyota. Despite the diversity of applicationsrevealed here, the commonality in vision, values, and desired outcomes unifies these leaders. You won't be able to put this book down." RICHARD ZARBO, MD, DMD, Senior Vice President and Chairmanof Pathology and Laboratory Medicine, Henry Ford Health System
"Lean is no longer an idea, a hypothesis, or a theory-it is a proven set ofprinciples and practices that more and more people are using to achievesubstantial, sustainable continuous improvement in a variety of enterprises.This book details the practices and case studies to help you bring Leantransformation to your enterprise!" CHARLES BAKER, former Chief Engineer andformer Vice President, Honda R&D Americas
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Gemba Walks
Jim Womack and Lean Enterprise Institute, Inc
4.0
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95
Rethinking Agile: Why Agile Teams Have Nothing To Do With Business Agility
Klaus Leopold
4.0
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96
The Entrepreneur's Guide to Customer Development: A cheat sheet to The Four Steps to the Epiphany
Brant Cooper, Patrick Vlaskovits
4.0
"This is a must read for all startups and stakeholders." - Steve Blank, author of The 4 Steps to the Epiphany, creator of Customer Development methodology
"The Entrepreneur's Guide is an easy read. It is written in a conversational tone, doesn't take itself too seriously, and avoids extraneous fluff."
- Eric Ries, Author & Creator of the Lean Startup methodology
"Get the CustDev book to dive deep into customer interviews and understand how your product can be developed to meet your customers' needs."
- Dan Martell, Founder of Flowtown, angel investor
Customer Development is a four-step framework for helping startups discover and validate their customers, product, and go-to-market strategy, developed by Steve Blank and an integral part of Eric Ries' Lean Startup methodology. Focused on the Customer Discovery step, The Entrepreneur's Guide to Customer Development is an easy to follow guide for finding early adopters, building a Minimum Viable Product, finding Product-Market fit, and establishing a sales and marketing roadmap.
Deemed a "must-read" by Steve Blank and Eric Ries, inside you will find detailed customer development and lean startup concept definitions, a step-by-step approach to best practices, a business model analysis guide, case studies, rich graphics, as well as worksheets and exercises. No matter the stage of your business, you will return often to this guide to learn how to build a product people want;"get out of the building;" foster strong customer relationships; test business model risk; reach out to early adopters; conduct startup marketing; create a customer funnel based on buyers' process; and prepare your startup to scale up.
The Entrepreneur's Guide to Customer Development: A Cheat Sheet to The Four Steps to the Epiphany, affectionately known as the "CustDev book," serves as course text for classes at Stanford University, University of Chicago, Boston University, DePaul University, University of Minnesota and University of Norway.
"Our UCL (University College London) students love The Entrepreneur's Guide to Customer Development. Thanks to Brant & Patrick for writing this helpful book. "
- Dave Chapman, Deputy Head of the Department of Management Science and Innovation at UCL (University College London)
"Love it! Required reading for all NYU entrepreneurs."
- Frank Rimalovski, Managing Director of NYU Innovation Venture Fund
This book is both an introduction for those unfamiliar with lean concepts and highly actionable for lean practitioners. It is a user friendly guide, written to be accessible to marketing professionals, Engineers startup founders and entrepreneurs, VCs, angels, and anyone else involved in building scalable startups.
Existing companies will benefit to from applying Customer Development principles described in detail herein: for example, startups struggling to achieve market traction, or well established companies seeking to spark new innovation.
This is a business book for startups like no other. No fluff, but rather sound principles and concrete steps to take to build your business. Get up to speed on Customer Development now.
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97
Velocity: Combining Lean, Six Sigma and the Theory of Constraints to Achieve Breakthrough Performance - A Business Novel
Dee Jacob, Suzan Bergland, et al
4.0
Millions of readers remember The Goal, the landmark business novel that sets forth by way of story the essential principles of Eliyahu Goldratt's innovative methods of production. Now, from the AGI-Goldratt Institute and Jeff Cox, the same creative writer who co-authored The Goal, comes VELOCITY, the book that reveals how to achieve outstanding bottom-line results by integrating the world's three most powerful continuous improvement disciplines: Lean, Six Sigma, and Goldratt's Theory of Constraints.
Used by the United States Navy and United States Marine Corps to dramatically improve some of the most complex, logistically vast supply chains in the world, the VELOCITY APPROACH draws on the strengths of all three disciplines to deliver breakthrough performance gains. In physics, speed with direction is velocity; in business, the application of VELOCITY means your organization can achieve operational speed with strategic direction to outmaneuver competitors, gain loyalty with customers, and rapidly build sustainable earnings growth -- in as little as one or two business quarters.
Dee Jacob and Suzan Bergland, two princi-pals of AGI, have been teaching the concepts, techniques, and tools of VELOCITY to major corporations, including Procter & Gamble, ITT, and Northrop Grumman, for years. Now they unlock the door for you to see how to apply their insights and methods to your organization -- be it business, not-for-profit, manufacturing, or service based -- in order to shorten lead times, slash inventories, reduce production variability, and increase sales.
Writer Jeff Cox returns with the vivid, realistic style that made The Goal so readable yet so edifying. Thrust into the presidency of the subsidiary company where she has managed sales and marketing, Amy Cieolara is mandated by her corporate superiors to implement Lean Six Sigma (LSS) in order to appease a key customer. Assigned to help her is LSS Master Black Belt Wayne Reese, installed as her operations manager. But as time goes on and corporate pressure mounts, Amy finds she has to start thinking for herself -- and learning from everyone around her -- and she arrives at the series of steps that form the core of the VELOCITY APPROACH.
VELOCITY offers keen insight into the human and organizational factors that so often derail growth while teaching you proven, practical techniques for restarting and revving up the internal engines of your company to reach new levels of success. Colorful characters, believable situations, and everything from dice games to AGI's "reality tree" techniques make this business novel a vital resource for everyone seeking to deliver business improvement in these challenging economic times -- and far into the future.
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98
A Seat at the Table
Mark Schwartz
4.0
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99
A Redneck's Guide to Kaizen: How to See Waste, Fix Work, and Cut Through Improvement Theater
Jason Hall
4.0
Every plant has a cart that pulls left.At Clear Fork Works they called it Ol' Lefty, and they had been steering it by hand so long that steering it by hand had become the job.Then somebody set an empty coffee can beside it and dropped in one steel washer every time a person corrected what the cart could not do for itself. By the end of the shift, fifty-three.Nobody had lied about the cart. Nobody had counted it either.Clear Fork has twelve weeks to prove it deserves the product line keeping it alive. Its people are busy, loyal, and losing. The schedule is green. The customer is not. And every real problem is being quietly carried by somebody's back, memory, or judgment instead of by the system that is supposed to do it.This is a business parable in the tradition of the plant-floor novel, and it teaches by showing rather than lecturing. No certification path. No slide deck. No improvement theater.By the end you will be able to:Spot borrowed capability, the performance a system only appears to own because people are quietly supplying what it lacksTell the difference between clean and ready, and between busy and productiveFind out what a workaround is protecting before you take it awayRun a bounded experiment before lunch instead of a plant-wide rolloutAsk why at the mechanism instead of at the personMake normal and abnormal conditions visible to the next person who walks upWhat I mean by redneck. Not stupid. That joke has been told enough, usually by people who could not back a trailer into a county. I mean practical resourcefulness, mechanical curiosity, and skepticism toward fancy explanations that do not survive contact with a broken pump. Redneck is not a race, income, accent, political party, or zip code. A farmer, nurse, welder, engineer, manager, teacher, or warehouse worker may recognize the same relationship with work.Written by a man who spent thirty years restarting dormant operations and stabilizing flow while the work was still moving. The people in it are fictional. The problems are not.If you are tired of solving the wrong problems perfectly, start with the cart.
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100
Kanban from the Inside: Understand the Kanban Method, connect it to what you already know, introduce it with impact
Mike Burrows
4.0
Kanban from the Inside takes a distinctive approach to the Kanban Method — using a system of nine values to explain what it is, to give insight into how its practitioners think, and to offer practical advice on how to apply it. Readers new to Kanban will understand why and how it works, while those with experience will appreciate its fresh perspective and the connections it makes with a range of related models.