A new book contends that top-down lean implementations often fail, and provides specific examples of successful bottom-up approaches. In his new book, Creating Lean Corporations (Productivity Press, 2005), author Jeffrey Morgan shows how the bottom-up approach empowers the employees doing the tasks to manage their own parts of the business process. He outlines each task in a model that shows the input-output relationships between tasks and their sequences. Morgan reports that this approach is essential for creating and improving large, complex and efficient business processes.

Highlights of the book include:

• Hierarchies for managing large, complex systems and processes
• Process models that define the organization’s business processes
• A lean approach to business process reengineering

Morgan is a senior project engineer in the Powertrain Group of General Motors Corp. He has worked at GM since 1985, and in 2000 received the prestigious Charles F. “Boss” Kettering Award for technological innovation due to his role in reengineering the business processes in the Powertrain Group.

For more information, visit www.productivitypress.com.

 

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