BETTER THINKING, BETTER RESULTS answers the question: "How do you conduct a Lean transformation?" It is a detailed case study and analysis of The Wiremold Company's enterprise-wide Lean transformation from 1991-2001, notable for the integration of both technical and human aspects. It is an authoritative and practical Lean implementation manual that will help guide managers on their journey. You will learn how the management team at Wiremold applied Lean principles and practices to human resources, finance, sales, marketing, engineering, operations, acquisitions process, and throughout the value stream with suppliers, intermediate customers, and end-use customers. You'll be amazed at the financial and non-financial results they achieved. The second edition brings the story up-to-date with a new chapter that describes what happened to Wiremold's Lean management efforts since 2001. You will learn vital lessons about the challenge of maintaining continuity in Lean management practice over the long term. BETTER THINKING, BETTER RESULTS won a Shingo Prize in 2003 as the first book to describe an enterprise-wide Lean transformation in a real company where both principles of Lean management - "Continuous Improvement" and "Respect for People" - were applied. There is no other book like this one. "Everything you need to know about a Lean transformation is explained between these covers..." - James P. Womack, Chairman and Founder of the Lean Enterprise Institute
M.L. "Bob" Emiliani is a professor at Connecticut State University in New Britain, Conn., where he teaches various courses on Lean management. Prior to that Bob worked in the consumer products and aerospace industries for nearly two decades. He held management positions in engineering, manufacturing, and supply chain management, and had responsibility for implementing Lean in manufacturing operations and supply chains.
He has authored or co-authored a dozen papers related to Lean leadership including: "Lean Behaviors" (1998), "Linking Leaders' Beliefs to their Behaviors and Competencies" (2003), "Using Value Stream Maps to Improve Leadership" (2004), "Origins of Lean Management in America: The Role of Connecticut Businesses" (2006), and "Standardized Work for Executive Leadership" (2008). Five of his papers have won awards for excellence.
Bob is also the author of REAL LEAN: Understanding the Lean Management System (Volume One) and REAL LEAN: Critical Issues and Opportunities in Lean Management (Volume Two), both published in 2007; and REAL LEAN: The Keys to Sustaining Lean Management (Volume Three), published in 2008.
Bob earned engineering degrees from the University of Miami, University of Rhode Island, and Brown University.
