Building on more than a decade of experience in serving organizations that have dramatically transformed themselves, The Lean Management Enterprise: A system for daily progress, meaningful purpose, and lasting value considers how organizations will fare now that more of their competitors may be starting to hear about—and use—the management principles once known as “lean manufacturing.”
This, the third of a series of related compendiums that began in 2008, is in recognition of the fact that the most successful services organizations—whether in finance, telecommunications, or the public sector—are those that deeply commit to the disciplines of lean management. It includes ten interviews with executives representing banking, business services, insurance, telecommunications, and public-sector institutions, in addition to seven articles on topics that will help organizations arrive at a new level of performance that comes from embedding lean principles and practices throughout their enterprises.
To bring lean management to life, we have started each section of this book with the story of Mary, a typical midlevel manager in a fictional company. We will use her story to illustrate how different it feels to work in a company that has embedded the lean-management system.
We hope you will enjoy reading this latest compendium. If you have comments or questions for the authors, or if you would like an opportunity to visit a company that has implemented the lean-management system, please note the list of contacts at the back.
See also the related mckinsey.com page on lean management for interviews and related material.