ABSTRACT
The first two editions of this book described a Lean management system as the missing link needed for line production managers to sustain Lean production conversions. Lean management was largely aimed at leaders responsible for day-to-day or tactical operations in areas converted to Lean production. Lean management as the missing link in Lean has gained traction in the past ten years. It has helped many Lean conversions last by effectively addressing a widespread cause of failure to sustain even objectively successful Lean initiatives.
