Turn Waste into Wealth

Turn Waste into Wealth

Cash is lying around everywhere in companies. It's in warehouses and on shelves, hiding in plain sight as inventory. It litters administrative offices, disguised as incorrect invoices, late billings, sloppy requests from salespeople. It sits in company lobbies waiting for sales calls to start. All that cash is retrievable - available for re-investment. Turn Waste into Wealth will help you get that cash by turning your organization into a Lean company.

Mark DeLuzio, principle architect of the vaunted Danaher Business System that has led companies to world-class performance, presents hard-hitting advice and numerous case histories that will help you make your company Lean. You'll learn: Why Lean is the modern way to run any organization; What you must do to insure a successful Lean transformation; Lean accounting practices that promote Lean behaviors; How to identify and deal with Lean naysayers; Why LEAN does not mean "Less Employees Are Needed"; What and why to benchmark; The Lean formula for setting prices; How to deploy strategy in a Lean environment.

Great companies continuously improve everything they do to increase shareholder returns. If you're new to lean or already using Lean practices, Turn Waste into Wealth will help you make your company great.

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

Pre-eminent Lean thought leader shows CEOs and other business leaders why Lean is the modern way to run any organization