The Psychology of Lean Improvements : Why Organizations Must Overcome Resistance and Change the Culture

The inherent fear and reluctance of many companies to embark on a Lean journey can be self-destructive. This book explores the psychology behind why so many companies avoid Lean and hold on to inefficient processes. Drawing on personal experience, the author describes why and how businesses cling to the eight deadly wastes and why they continue to find ways to place improvement on the back burner. Whether it’s poor leadership, the inability to change, or pure ego, the text explores this perplexing commitment to inefficiency.

Introduction

Chapter 1 : The Psychology of Change
Chapter 2 : Leading the Lean Journey
Chapter 3 : Psychology of Waste
Chapter 4 : Psychology of Dysfunction
Chapter 5 : Making Change Happen with 5S
Chapter 6 : Making Change with Lean
Chapter 7 : Keeping the Lean Fire Going

Conclusion
Glossary
Index