In a world in permanent crisis, where change

is the norm, Lean becomes fashionable. It's

quite fun for an approach that has over sixty

years... But it's also an opportunity to hear

a lot of misconceptions about it. Sometimes

it is adorned with all virtues, and sold as a

ready-to-use wand, now it is accused of all

evils, guilty of serving the very short-term

financial interests.

Yet, companies who have chosen to

fundamentally transform it self, following the

Lean principles and investing first on women

and men, have, globally, and in the long term,

the best economic results.

But becoming lean, that's another thing to

make (or worse, to delegate!) Lean.

This book, with simple concepts and

illustrated with many examples, analyzes the

main misconceptions about Lean, taking each

time the views of managers and operational

concerned. It illuminates the point of view of

different experts on the subject, by showing

the complementarities of these approaches.

This is a simple and comprehensive

guide to understand Lean as an approach,

beyond the use of the most popular, (or more

mysterious) tools, decked out not always well-understood

acronyms (5S, VSM, Kaizen...).