Beyond The Lean Revolution PDF Free Download

The author does not assume and hereby disclaims any liability to any party for any loss, damage, or disruption caused by errors or omissions, whether such errors or omissions. Industrial Revolution, a statement offered by World Economic Forum in December 2019. In working to keep up with the pace of technological change, business leaders are also beginning to appreciate the need to nurture a culture of lifelong learning, equipping their workforces with the skills necessary to succeed in the future. The fourth industrial revolution – characterised by the increasing digitization and interconnection of products, value chains and business models – has arrived in the industrial sector. Our study, Industry 4.0 – Opportunities and Challenges of the Industrial Internet, is based on a survey of 235 German industrial companies.

Deborah J. Seifert Nightingale is an American management scientist, industrial engineer, and enterprise transformation consultant. She is University Distinguished Professor of Industrial Engineering & Management Systems at the University of Central Florida, past president of the Institute of Industrial Engineers, and a former professor of Engineering Systems and of Aeronautics and Astronautics at the Massachusetts Institute of Technology. Nightingale was elected a member of the National Academy of Engineering in 1993 for contributions to the expanding field of computer-integrated manufacturing as an instrument of industrial competitiveness.[1] She is the 2020 winner of the Institute of Industrial and Systems Engineers Frank and Lillian Gilbreth Industrial Engineering Award.[2]

Nightingale is a graduate of the University of Dayton, and has a Ph.D. in Industrial and Systems Engineering from Ohio State University.[3] She was president of the Institute of Industrial Engineers for 1995–1996,[4] served on the MIT faculty from 1997 to 2014, and joined the University of Central Florida faculty in 2017.[1]

Nightingale is the author of books including Lean Enterprise Value: Insights from MIT's Lean Aerospace Initiative (with 12 other authors, 2002),[5]Beyond the Lean Revolution: Achieving Successful and Sustainable Enterprise Transformation (with Jayakanth Srinivasan, 2011)[6] and Architecting the Future Enterprise (with Donna H. Rhodes, 2015).[1]


  1. ^ abcDeborah Nightingale: University Distinguished Professor, Member, National Academy of Engineering (NAE), University of Central Florida, retrieved 2020-11-17
  2. ^'Deborah J. Nightingale', IISE Member Spotlight, Institute of Industrial and Systems Engineers, retrieved 2020-11-17
  3. ^Professor Deborah Seifert Nightingale, Massachusetts Institute of Technology, November 10, 1998, retrieved 2020-11-17
  4. ^Past Presidents, Institute of Industrial and Systems Engineers, retrieved 2020-11-17
  5. ^Reviews of Lean Enterprise Value:Phillip Beaumont (2002), European Management Journal, doi:10.1016/S0263-2373(02)00123-8;David Bennett (2003), R&D Management, [1];Heinz Stoewer (2003), Space Policy, doi:10.1016/S0265-9646(02)00069-3, Bibcode:2003SpPol..19...73S
  6. ^Review of Beyond the Lean Revolution:Bill Baker (2012), Quality Progress, ProQuest1076410427
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Lean Production Simplified: A Plain-Language Guide to the World's Most Powerful Production System


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Book Description

Following in the tradition of its Shingo Prize-winning predecessors, Lean Production Simplified, Third Edition gives a clear overview of the structure and tools of the Lean production system. Written for the practitioner by a practitioner, it delivers a comprehensive insider's view of Lean management.
The author helps readers grasp the system as a whole, as well as the factors that animate it, by organizing the book around an image of a house of Lean production. Illustrating the eight kinds of waste, this updated edition of a bestseller:

  • Describes the craft and mass production systems that preceded Lean production—including the contributions of Frederick Winslow Taylor and Henry Ford
  • Explains the concepts of visual management, Five S, and Total Productive Maintenance
  • Addresses just-in-time delivery of parts and products
  • Examines the jidoka principle
  • Covers the nervous system of Lean management, hoshin planning
  • Illustrates the culture of Lean management

This edition deepens and extends the previous edition with case studies on Lean outside the factory—in settings such as health care, IT, finance, design, engineering, and beyond. The case studies are based on personal experience of actual work in organizations generating real results.

Lean Production Simplified, Third Edition
covers each of the components of Lean within the context of the Lean production system. The author's straightforward common sense approach makes this book an easily accessible, on-the-floor resource for every team member.

Watch Shingo Prize-winning author Pascal Dennis discuss Lean Production Simplified, Third Edition

Table of Contents

The Birth of Lean
Craft Production
Mass Production
Ford System
Other Developments
Growing Dysfunction
Worker Alienation

Birth of Lean Production
Historic Bargain
A Novel Concept
A Virtue of Necessity

Completing the Lean Revolution at Toyota
Study Questions
Lean Production System
Why Lean Production?
New Economics
Systems and Systems Thinking
The 'Thinking Way'

Basic Image of Lean Production
Customer Focus
A Word of Caution

Study Questions
Lean System Standards
Visual Management
5S System
S2—Set in Order
S3—Shine (and Inspect)
Total Productive Maintenance
Key Measures
Six Big Losses

The Machine Loss Pyramid
Small-Group Activity

Study Questions
Standardized Work
Methods Engineering versus Lean Thinking
What Do We Have to Manage?
Maximize Utilization of Machines or People?
Labor Density

Why Standardized Work?
Prerequisites for Standardized Work
Elements of Standardized Work
Takt Time
Takt Time and Cycle Time
Work Sequence
In-Process Stock

Charts Used to Define Standardized Work
Production Capacity Chart
Manpower Reduction
Overall Efficiency Versus Individual Efficiency
Standardized Work and Kaizen
Guidelines for Economy of Motion
Guidelines for Layout and Equipment
Guidelines for Tools and Jigs

Common Layouts
Connected Islands

Connected Islands with Full-Work Control
Study Questions

Just-in-Time Production

Why JIT?
Basic Principles of JIT
Continuous Flow

The JIT System
Kanban Metaphors
Pacemaker Process
The Store
Six Kanban Rules

Expanded Role of Conveyance
How Frequently Should We Provide Production Orders?
Quick Adjustment to Demand Changes or Other Sources of Instability
Better Sense of Takt Time
Fewer Peaks and Valleys
Abnormality Control
Two Kinds of Conveyance

Production Leveling
Responding to Changes in Customer Demand
Heijunka Box

Three Types of Pull Systems
Type A Pull System
Type B Pull System
Type C Pull System

Value Stream Mapping
Study Questions

Development of the Jidoka Concept
Why Jidoka?
How to Improve Human Reliability
Common Errors
Inspection Systems and Zone Control
Judgment Inspections—Discovering Defects
Informative Inspections—Reducing Defects
Source Inspections—Preventing Defects
Vertical Source Inspections
Horizontal Source Inspections

Using Poka-Yokes
Two Types of Action
Three Paths to Poka-Yoke
Poka-Yoke Detection Methods

Implementing Jidoka
Annual Jidoka Strategy and Goals
Future Directions

Study Questions

Why Involvement?
Terrible Waste of Humanity
Activities Supporting Involvement
Goal of Involvement
Kaizen Circle Activity
Structure of KCA
KCA Training
KCA Administration
KCA Promotion
Role of the Manager

Practical Kaizen Training
Key Factors for PKT Success
Grasping the Situation
Problem Solving
Role of the Supervisor

Suggestion Programs
Hassle-Free Process and Clear Rules
Tangible Suggestions
Intangible Suggestions
Quick Decision-Making and Feedback
Extrinsic and Intrinsic Motivation
How to Motivate Suggestions
Quantity First—Then Quality
Annual Culture Hoshin

Study Questions

Hoshin Planning
What Is Planning?
Why Plan?
Problems with Planning
How Do We Create Flow?
Hoshin Planning
Focus of Hoshin Planning
Alignment and Flexibility

Hoshin Planning System
Check Outcomes and Process

Strengthen People
The Control Department17 Concept
A3 Thinking
History of Report Writing
Common Report-Writing Problems

The Four Phases of Hoshin Planning
Hoshin Generation
Hoshin Deployment
Output of Hoshin Deployment
Hoshin Implementation
Hoshin Evaluation
Book of Knowledge

Study Questions
The Culture of Lean Production
What Is Lean Culture?
Grasping the Situation

Reflection—Breakfast of Champions
Warm Heart Principle
Standards and Abnormality Control
Visual Management

Lean Production as a Path

How Does Lean Culture Feel?
Final Comments
Study Questions
Appendix A: Glossary
Appendix B: Bibliography




Pascal Dennis is President of Lean Pathways, an international coaching team. He is the author of four previous books on Lean management, all of which have won the prestigious Shingo Prize for outstanding research in the field of operational excellence. Pascal and his team have worked with major healthcare systems like Inova Health System, Baptist Memorial Healthcare Corporation, Health Sciences North and Salem Health, as well as Fortune 100 companies like Kimberly Clark and Lockheed Martin.

Pascal learned the Toyota business system in leadership positions at Toyota Motor Manufacturing Canada, one of Toyota’s best plants, and has worked with leading senseis in North America and Japan.

Pascal lives in Toronto with his wife and three children.

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'There is a need for a book exactly like this, and Pascal has the experience, knowledge, and passion to write it. Pascal Dennis is one of many Westerners who, during the past 20 years, have gained firsthand experience with ‘Lean production’ or the Toyota Production System (TPS). At Toyota Motor Manufacturing Canada, one of Toyota’s early and successful efforts to transplant TPS outside the confines of Toyota City in Japan, Pascal received personalized mentoring from his trainer from Toyota City about each of the processes, systems, and philosophies explained in this book.'
—John Shook, Senior Advisor, Lean Enterprise Institute; President, TWI Network, Inc., Ann Arbor, Michigan, USA

Praise for the Shingo Prize-Winning Second Edition

Beyond The Lean Revolution PDF Free Download

'Lean Production Simplified is both enlightening and informative for all levels of ‘Lean learners.’ It is written from a very human perspective. Many prior publications focus on the ‘Lean bag of tools’ or the softer cultural aspects of Lean. Dennis' contribution is a well integrated blend of both giving the reader not only a systemic understanding of Lean, but also the clear skill development required for leadership at all levels. Wherever you are on your journey to Lean, Lean Production Simplified will provide further knowledge and insight to help achieve the next level on the eternal path to perfection.'
—Anne Stevens, VP, North America Vehicle Operations, Ford Motor Company
'This book is just too important! In this age of global competition threatening to annihilate all but the very Leanest, Pascal Dennis' masterwork, Lean Production Simplified: A Plain-Language Guide to the World's Most Powerful Production System, is a must-read. Midway through my career, after working at five large North American manufacturing companies, it's absolutely crystal clear that the three which ‘died’ would have survived if only they'd known of and successfully implemented The Toyota Production System.'
—Michael A. J. Davis, Executive VP, Waterville TG, Inc.
'Lean Production Simplified goes beyond being a ‘primer’ for the Toyota Production System - it is ‘Lean thinking’ at its best, revealed and explained. Pascal Dennis has drawn from his own experience at Toyota to help the reader understand the meaning behind their language of success, with the why's and how's explained clearly with illustrations that include the very forms used to collect and organize data. Be prepared to have your continuous improvement/people skills honed to a higher level. Whether you're a CEO, president, vice president, manager, supervisor, leader, engineer, HR specialist, employee, or a private owner, Lean Production Simplified is not a book you will read once. It's a book you will read once and then use as a reference book to read and re-read again and again, as its content is absorbed into your area of influence.'
Bob Schroer, Lean Change Agent, Lexington, Ohio

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