Lean is not the Toyota Production System. After thirty years of being told otherwise, the gap between the two is too large to ignore.
Critique of Lean examines where Lean drifted from its source and what can be done about it. Using TPS as the standard for comparison, the book documents six recurring failures: the historical work Lean overlooked, its weak interpretation of "Respect for People," reluctance to study failed Lean transformations, and its alignment with capital rather than labor.
The book offers improved transformation models, a fractal change-over framework adapted from SMED, and "questions to consider" throughout that prompt readers to test their own practice.
Required reading for anyone wo wants to understand how Lean differs from Toyota's management principles and practices.