The average tenure of a departing CEO has declined from approximately 10 years in 2000 to 8.1 years in 2012. Maintaining a customer-focused Lean strategy and continuous improvement culture can become a challenge when management changes often, unless it has become an institutionalized company-branded business management system for the company.

Lean for the Long Term allows readers to benefit from the operating experience and research of the authors who have been deeply involved in leading Lean transformations that last in today's ever-changing business landscape. It presents a Lean management system model that encompasses leadership, process, and growth as the model to drive business performance.

The authors investigate the fragile nature of a Lean culture and the resulting effects on people and the company when the culture shifts. They illustrate the methods several companies have used to achieve successful Lean transformations that last and also offer guidance on how to build your own action plan based on the best practices outlined in the text.

Until now, there have been few books to supply in-depth discussions on Lean as a strategy and management system. Filling this need, this book will help you to move toward a broader, more strategic use of Lean principles in your business.

The book uses clear language to present insights on how company leaders and Lean practitioners can improve communication. After reading the book, you will better understand how your company operates, how to align your efforts, and how to decide what to do despite the complexity of day-to-day business operations.

Maintaining a Continuous Improvement Culture After a Management Change. This book uses the operating experience and research of the authors who have been deeply involved in leading Lean Transformations and sustaining the gains in an ever-changing world. It explores the effects of cultural and business shifts on the fragile nature of a Lean culture. Using clear, simple language, it offers guidance and advice to senior executives coming into a new job, board members when searching for a new leader, and Lean practitioners experiencing shifts beyond their control.

Lean for the Long Term is one of the only books that presents Lean as a comprehensive business model and not just a set of tools in a toolbox. An engaging read that will help any company maximize its full business potential. It is a must-read for business leaders, C-suite executives, and board members.
-Luke Faulstick, Co-Owner, President, and CEO, PPI

Despite indisputable potential to transform any organization to great, most Lean transformations fail to get companies to their true potential. Even fewer are able to sustain world-class performance and continuing improvement for the long term. What we know beyond a shadow of a doubt is that leadership matters, and it really matters to Lean movements. Baker and Rolfes take the reader through a myriad of thoughtful analysis and recommendations on how to successfully transform an organization and its leadership, and keep it on a perpetual cycle of improvement.
-Dan McDonnell, VP Integrated Supply Chain, Ingersoll Rand

Finally, we see a book making the connection between what sometimes looks to be two different worlds in the business environment:, the strategy and execution/tactics. This is a topic that has not been openly discussed but definitely a vital one for the long run. A must-read for Lean practitioners, executives, and board members interested in how to address the differences in approach to set the foundation for a sustained Lean business implementation and create value in their businesses.
-Mauro G Gonzalez, Sr. Operations Manager, Littelfuse Inc.

Lean for the Long Term goes beyond the existing literature on Lean tools and philosophy to describe how to create a Lean transformation that is sustainable across the entire organization for the long haul. Of particular note are the discussions on why transformations fail, and implementation strategies from a variety of perspectives, such as CEO, board member, and Lean practitioner.
-Kevin Meyer, Co-Founder, Gemba Academy

A fine review of our Lean journey seen through the eyes of two execs who lived it. Together they cover the operating fundamentals supporting Lean, as well as great illustrations from Lean pioneers.
-Patricia E. Moody, Author and Manufacturing and Supply Management Consultant

This book offers valuable insight to use Lean as a management strategy where it can create a value culture that customers are willing to pay for. Lean is about honoring people, customers, and processes. This book is a must-have for anyone wanting to drive an organization through performance.
-Dale Crownover, President /CEO, Texas Nameplate Company, and Two-Time Winner of the Malcolm Baldrige National Quality Award