Liquid Lean: Developing Lean Culture in the Process Industries - Tapa dura

I urge all manufacturing managers and leaders to read this volume carefully and to take Ray’s lessons to heart. They will be doing their organizations, their shareholders, and their employees, a great service.                
                         ― Rick George, President and CEO, Suncor Energy Inc.

If you truly want world-class performance, you will want a copy of this book on your desk as a ready reference manual.
                        ― King Pouw, Executive Vice President, Kellogg Company

This book is about ‘walking the talk.’ Ray provides uniquely valuable insight from having personally led several organizations to achieve exceptional results applying lean principles.
                        ― H. Eugene McBrayer. Former President, Exxon Chemical Company

While Lean practices have been successfully implemented into the process industry with excellent results for over 20 years (including the author’s own award winning example at Exxon Chemical), that industry has been especially slow in adopting Lean. Part of the problem is that the process industry needs its own version of Lean. The larger part of the problem is resistance to transformational change, a barrier that can only be overcome with effective leadership and results-oriented planning that engages rather than excludes all stakeholders.

Winner of a 2012 Shingo Prize!

Written by Raymond Floyd, an unparalleled leader of Lean transformations, Liquid Lean: Developing Lean Culture in the Process Industries provides potential process industry change agents with the no-nonsense guide needed to eliminate waste and achieve sustainable optimal efficiency. Presenting lessons in lean as they apply within the liquid industries, the book focuses on developing the four measures of Lean as defined by the Shingo Award:

1. Business Results
2. Consistent Lean Enterprise Culture
3. Continuous Process Improvement
4. Cultural Enablers

Illustrated with his own success stories, Floyd describes business results, Lean enterprise thinking, and policy deployment in process industry terms. He offers detailed theory, practice, and examples of continuous process improvement, and describes the leadership and defines the ethics needed to evolve and sustain Lean transformation. Floyd lays out the specific steps needed during the first six months of transformation and the benchmarks to be achieved during the first two years of implementation. All companies can benefit from Lean; this book makes sure that those who want it, know how.