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FT Guide to Lean: How to streamline your organisation, engage employees and create a competitive edge

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FT Guide to Lean: How to streamline your organisation, engage employees and create a competitive edge

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  • Copyright 2012
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-383606-1
  • ISBN-13: 978-0-13-383606-6

Learn how to make your company more efficient, increase customer value with less work and make better use of your organisation’s resources by implementing a Lean management strategy.

The Financial Times Guide to Lean is a guide to the tools that are used to implement Lean, showing you how to apply Lean practices fully into your organisation or company.

This book offers a comprehensive and objective look at lean strategy and how it can be tailored for different companies.

Sample Content

Table of Contents

Table of Contents



Part I: Getting started: Lean orientation and diagnostic phase

Chapter 1 Lean management

What is Lean?

Why Lean?

Brief history of Lean

Lean today

True North Lean

The five principles

The Lean operating system

First Pillar: Continuous improvement

Second Pillar: Respect for People

Hidden waste is robbing our profits




Chapter 2 Hoshin Kanri strategy deployment


The Hoshin process

1.  Reflection on the previous year’s performance

1.2 Review of the organisations vision, mission, and values

1.3 Objectives for the forthcoming year

1.4 Alignment building and action plans

1.5 X-matrix development

1.6 Monthly evaluation

1.7 Annual evaluation


Chapter 3 Value stream mapping


What flows in value stream maps?

Value stream mapping categories

Value stream mapping stages

1. Team formation

2. Draw the current state value stream map

3. Create the ideal state value stream map

4. Develop the future state value stream map

5. Develop the improvement plan

Case Study: Outpatients orthopaedic clinic

Global background

Outpatient’s clinic overview

Current state value stream map baseline discussion

Clinic ideal state value stream map discussion

Clinic future state value stream map discussion

Box score discussion


Part II: Lean transformation practices

Chapter 4 Lean methods and tools (part I)

Section 1: 5S workplace organisation


Waste (symptom) and 5S countermeasure

How to apply 5S workplace organisation






5S review

Section 2: Visual management

Why use visual management

Levels of visual management

Visual management centre (VMC)

Operational tracking at the gemba

Visual management review

Chapter 5 Lean methods and tools (part II)

Section 1: A3 problem solving


Why A3

A3 document

1. Cause and effect diagram

2. Pareto chart

3. Process map

4. Tally sheet

5. Scatter plot

6. Run chart

7. Histogram

Types of A3

Categories of problems

A3 review

Section 2: Standard work


Standard work and job classifications

Improving standard work

Bringing standard work to life

Job breakdown sheet

Standard work review

Chapter 6 Lean methods and tools (part III)

Section1: Idea management system


Documenting ideas is crucial

Idea metrics

Reward and recognition

Idea process flow

Idea management system review

Section 2: Kaizen events


Kaizen stages

Pre-event preparation

Event workshop

Confirmation phase

Kaizen review

Chapter 7 Lean methods and tools (part IV)

Section 1: Quick changeover


Why quick changeover

SMED methodology

Quick changeover review

Section 2: Total productive maintenance


Why TPM?

Application of TPM

TPM improvement plan

TPM review

Chapter 8 Lean methods and tools (part V)

Section 1: Kanban


Why kanban

Types of kanban

Kanban sizing calculation example

Culture and people implications

Kanban rules

Supplier kanban in a hospital setting

Kanban in a hospital setting

Kanban review

Section 2: Poke yoke


Mistake proofing classifications

Mistake proofing routine

Poke yoke review

Chapter 9 Lean methods and tools (part VI)

Flow practices


River and rocks analogy

Batch size implications for flow

A word on inventory

The problem with traditional production scheduling using Materials Requirement Planning (MRP)

Preconditions for flow

Family identification

Map the value stream

Identify bottlenecks and variation

Cellular flow

Human implications for flow

Flow practices review

Part III: Leading the Lean transformation

Chapter 10 Developing the Lean culture


Cathedral model

Model foundation

Accountability process

Set expectations


True coaching and delegation

Double diamond coaching model

Constructive feedback


Quantity and quality



Chapter 11 The technical side of sustaining Lean


Systems thinking

Hoshin Kanri strategy deployment


Sustaining Lean through problem solving

Lean daily management system

Training within industry (TWI)



Chapter 12 The people side of sustaining Lean



Engaging people in Lean

Oh, if only we had the luxury of time for improvement work!


Middle management

A propensity for risk taking

A rising tide should lift all boats


Chapter 13 Putting it all together: The Lean Roadmap to Transformation


Generic roadmap

1. Understand value through the eyes of your customers

2. Articulate the business case for transformation

3. Lean assessment

4. Value stream mapping

5. Build leadership commitment and set expectations

6. Hoshin Kanri strategy deployment

7. Management of change plan

8. Pilot Lean model area and spread plan

9. Build the Lean knowledge

10.   Lean culture

11.   Sustaining Lean

12.   Hansei


References and further reading





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