LEAN

Lean isn't about being skinny (don't I know that).

Lean is not "mean" (although the words rhyme, unfortunately).

Lean does not mean cutting heads in the name of cutting costs (see "Lean is not mean").

"Lean" is the set of management practices based on the Toyota Production System (TPS). The phrase "Lean Production" was coined by a group of MIT researchers who wrote the book "The Machine That Changed The World."

Lean Production is basically the same thing as:

Lean Manufacturing
Lean Enterprise
Lean Thinking
Lean Healthcare
Lean has been applied in manufacturing (factories, product design, and administrative functions) as well as service industries (including healthcare, banking, and government). The U.S. Army has an active "lean" program underway in 2006.

One way of defining lean has two parts:

Eliminate waste and non-value-added activity (NVA)

Have respect for people
The opposite of is value-added, which has a special lean definition. An activity is "value added" if, and only if, these three conditions are met:

The customer must be willing to pay for the activity
The activity must change the "form, fit, or function" of the product, making it closer to the end product that the customer wants and will pay for
The activity must be done right the first time.
"Respect for people" is much harder to define. The stock photo folks in the upper right corner are supposed to represent a lean team. From the way they are dressed, could you tell who the plant manager is? Even with all of the smiles, lean isn't about "being nice" and smiling all of the time. Respect means you hold people accountable to the system, following it and improving it (the notion of "kaizen" or continuous improvement).

Lean leadership is about enabling and empowering people. Lean leadership is about helping people grow professionally and personally, allowing to take pride in their work. Lean leadership recognizes how a system operates (represented by the gears in the upper left). Lean leadership doesn't set targets for people, go back to their office, and then yell at people when they don't hit those targets. Lean leaders spend time coaching people. They spend very little time in their office. They lead people and see what is actually happening rather than managing metrics and reading reports.

Some great lean leaders to read about include Gary Convis, from Toyota, and Tom LaSorda, from Daimler Chrysler. Soak up everything they say about leadership. They "get it." So does Quint Studer, a former hospital CEO whose writings on hospital leadership could have been written by Toyota, eventhough he doesn't call it "lean".

Much of the "people side" of lean was adapted by the teachings of the American professor and consultant W. Edwards Deming, who taught Toyota and other Japanese companies after World War II. Lean was also adapted from Toyota's study of the early practices of Henry Ford and the Ford Motor Company. Note the emphasis on "early." Lean is not strictly a Japanese invention, or is its use limited to Japan or Japanese companies.