Most Lean implementations of the past four decades have delivered strong shareholder returns alongside a long trail of bruised employees, squeezed suppliers, and burned-out managers.
Lean Is Not Mean explains why this is a misreading of the method. Progressive management is built to be a non-zero-sum system intended to benefit employees, suppliers, customers, investors, and communities together - and when it doesn't, it isn't Lean management.
The book offers 68 short, self-contained lessons drawn from three decades of practice, observation, and research. It revisits the often-overlooked "Respect for People" principle, discusses the concept of behavioral waste, and shows how to spot Fake Lean before it does real damage.
It includes a firsthand history of the early days of TPS at Pratt & Whitney and closes with a reframing of leadership as a way to improve human health.