ABSTRACT
This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book begins by developing a working or baseline definition of Lean. It reviews some Lean systems, practices, and tools. The book focuses on key roles and responsibilities within a Lean organization. It shows how to engage a massive amount of people in the Lean strategy is one of the most challenging issues of Lean, but also the most rewarding. There are numerous excellent resources available for more information on application details of the powerful Lean tools. The book also focuses on people topics, such as resistance to change, motivation, and engagement. It discusses what’s different as a result of the organizational commitment to developing a Lean culture of continuous improvement. In Stephen Covey’s 1989 book, The Seven Habits of Highly Effective People, he describes his Covey Time Management Matrix.
