Table of Contents

Foreword by Jeffrey J. Fox Part One: Lean Purpose 1. Mountains of Money 2. Lean 3. The Lean Journey 4. The Lean Transformation 5. Lean's Good Numbers 6. The New Cost Reduction Frontier: Using Lean to Cut Administrative Waste 7. How to Enhance Your Culture with Lean 8. Change from Problem Hiding to Problem Solving 9. The 10%-80%-10% Population Rule 10. How to Identify a Naysayer 11. Ours Not to Reason Why, Ours But to Waste and Die Part Two: Lean Principles 12. The Eight Deadly Sins of Waste 13. The Leadership Rules of Lean 14. Lean Transformations Are Not Pain Free 15. LEAN Does Not Mean "Less Employees Are Needed" 16. Never Tie Headcount Reductions to Lean 17. Continuously Grow with Continuous Flow 18. Customer Will Not Pay for Non-Value Activity 19. Accounting for Lean 20. How Traditional Accounting Promotes Accounting Waste and Costly Behaviors 21. Don't Employ Purchase Price Variance 22. New Lean Rules for Capital Expenditures 23. You Can Teach an Old Dog New Tricks 24. What and Why to Benchmark Part Three: Lean Process 25. The Five Whys: Too Much Pigeon Poop 26. Standard Work is the Gold Standard 27. TAKT Time is Money Time 28. She Walked from San Diego to St. Louis in One Year and Never Left the Factory Floor 29. The Blue Parts Cart: Or, Minutes Mean Big Money 30. Don't Blame Manufacturing: Three Days Process Time, Eighteen Weeks Lead Time 31. A Hospital Without Waste 32. Don't Cherry-Pick Lean Tools 33. Kaizen 34. Kaizen Event Rules 35. Lean Trumps Six Sigma 36. The Problems with Kanban Part Four: Lean Profits 37. The Lean Profit Formula 38. Lean Distribution 39. The Wallet 40. The High Cost of Carrying Inventory 41. Cross-Functional or Dysfunctional: There is No Choice 42. Waste Mapping: Where to Deploy Value Streams 43. Strategy Deployment 44. Using Strategy Deployment to Save the Shad (a Metaphor) 45. The Difference Between Strategy Deployment and Policy Deployment ... And Why It Matters! 46. The "Dees" and "Rees" Appendix A. The Lean Horizons Lean Sustainability System (LSS) Appendix B. The Lean Horizons Wealth Creation Process Appendix C. Lean Horizons Benchmarking Index About the Author

About the Author

Mark DeLuzio is the CEO of Lean Horizons Consulting. Prior to founding Lean Horizons, he was Corporate Vice-President of the Danaher Corporation, where he was the principle architect of the vaunted Danaher Business System, the primary reason for that company's decades-long, world-class performance. Mark is the pre-eminent thought leader in the Lean industry, noted for numerous Lean innovations. In 2007 he was inducted as a Life Member of the Shingo Prize Academy (the Lean Hall of Fame). He is a popular speaker sought by corporations, conferences, and noted higher-learning institutions. Jeffrey J. Fox is the author of twelve books, including the bestsellers How to Become a Rainmaker and How to Become CEO. Founder of Fox and Company, he works with companies such as General Electric, IBM, and Ametek, among others. He is a graduate of Harvard Business School.

Reviews

Mark DeLuzio's readable and mind-opening book on how to become a Lean company is simple, understandable, and ... actionable. He makes Lean easy. Read any chapter - nearly any sentence - and get an instant idea on how to improve your organization. - JEFFREY J. FOX, bestselling author of twelve business books including How to Become a Rainmaker The author's words match his methods: hard hitting, simple, direct, and to the point ... in very compelling short chapters, the purpose, the principles, and the process are explained, and the resulting profits of Lean are delineated. - BOOKLIST (Barbara Jacobs) Mark DeLuzio's insightful book is an essential addition to the world of Lean. It is concise, punchy, and illuminating. Importantly, Mark communicates precisely the difference between Lean tools and Lean culture, a nuance missed by many Lean experts. His book is a blueprint for CEOs in any industry who want to turn certain waste into inevitable wealth. - CLIFFORD F. RANSOM II, President and Founder, Ransom Research, Inc. ("The Way of Lean Investing") and Life Member of the Shingo Prize Academy I know something about Lean. In fact, I wrote a book about my experience as CEO of the Wiremold Co., where we used lean to quadruple the company's size and increase its enterprise value by 2,500 percent in ten years. Mark DeLuzio's Turn Waste into Wealth is an absolute "must read" for transformative managers around the world. - ART BYRNE, CEO (Ret.), Wiremold Company, author of The Lean Turnaround Mark DeLuzio presents advice and tips on Lean management that his company used in their unique approach called the Financial Process Optimizer, enabling us to dramatically reduce the lead times and cycle times in our closing and forecasting processes. This provided us with a powerful competitive edge while also building the foundation for a Lean continuous improvement culture throughout our South American finance operations. - CARLOS ZARLENGA, Chief Financial Officer, General Motors South America (GMSA)