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FT Guide to Lean: How to Streamline Your Organisation, Engage Employees and Create a Competitive Edge (Financial Times)


FT Guide to Lean: How to Streamline Your Organisation, Engage Employees and Create a Competitive Edge (Financial Times) Cover


Synopses & Reviews

Publisher Comments:

‘Andy Brophy explains a challenging and vital subject in a simple yet comprehensive manner. Michael L. George, author of Lean Six Sigma and former CEO of the George Group

‘Andy Brophy does a great job taking you through Lean from A to Z. But what really stands out is that he highlights the needs and processes to maximise the employee experience. This is what so many companies miss. Pete Gritton, Former Vice President of HR, Toyota Motor Manufacturing, Kentucky

‘I would definitely have everyone in the organisation read this guide as a common base to explore the Lean journey. Michael Ballé, Shingo Prize co-author of The Gold Mine and The Lean Manager, and co-founder of the Institut Lean France





The Financial Times Guide to Lean is the definitive introduction to the key tools, methods and processes used during Lean transformation. Experienced Lean consultant Andy Brophy explains everything you need to know, from showing you how Lean will help you deliver a vast competitive edge, through to the practicalities of building a Lean culture in your company.


The Financial Times Guide to Lean:


  • Describes the five guiding principles of Lean
  • Shows you how to align Lean with your overall business strategy and how to accelerate the delivery of strategic objectives
  • Uses case studies and examples from a range of industries including production, healthcare and the not- for-profit sector
  • Explains the best way to nurture a Lean culture in your organisation no matter how big or small your company




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

About the Author

Andy Brophy is a lean & innovation facilitator who has been working in the lean field for the past twelve years in domains including manufacturing, hospital, software development, hospitality, food and financial services. He is Director of the consultancy business Lean 2 Innovative Thinking. Andy holds a 1st Class MSc in Lean Operations and is a Six Sigma Black Belt. In 2010 he published a co-authored book with John Bicheno called Innovative Lean.


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 years 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

Outpatients 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





Product Details

Brophy, Andy
Pearson Education
Business-Quality and Total Quality Management TQM
Quality Control
Edition Description:
Trade paper
Financial Times Series
Publication Date:
10 x 10 x 10 in 4536 gr

Related Subjects

Business » Project Management
Business » Quality and Total Quality Management TQM
Business » Strategy
Health and Self-Help » Self-Help » Memory and Thinking Skills

FT Guide to Lean: How to Streamline Your Organisation, Engage Employees and Create a Competitive Edge (Financial Times) New Trade Paper
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Product details 320 pages FT Press - English 9780273770503 Reviews:
"Synopsis" by , Learn how to make your company more efficient, increase customer value with less work and put together a strategy to make better use of your organisations resources by implementing a Lean management strategy.
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