- About the Author |
- Customer Reviews
Michael Ballé, PhD, is a lean management practitioner, business writer, and author. He is co-author of The Gold Mine Trilogy, The Lean Strategy, and The Lean Sensei.
For over 25 years, he has studied first-hand lean transformations, helping companies and people in fields such as manufacturing, engineering, construction, services, and healthcare make the transition to different ways of working and managing.
As a managing partner of ESG Consultants, Ballé coaches executives on how to obtain exceptional performance through lean tools, principles, and different management attitudes. His main coaching technique is the "real place visit," where he helps senior executives learn how to really see their own shop floors, teach people the spirit of kaizen, and reach the right conclusions for the whole business.
An engaging and colorful public speaker, Ballé also is an experienced workshop facilitator, an associate researcher at Télécom ParisTech's Projet Lean Enterprise, and co-founder of the French Lean Institute. Ballé holds a doctorate from the Sorbonne in Social Sciences and Knowledge Sciences. He is co-founder of the Project Lean Entreprise and the Instituet Lean France.
These books are like poetry--the more you read them, the richer and more clear they become. Our organization read these 6 years ago (or at least the Gold Mine), and loved it, it helped us launch our first foray into Lean. We tackled Kaizen, 5S, Visual Systems, Red Bins etc. Now, after a lull, we have gone back to the books and tackled them again. This time, we are focusing on Standard Work and Kaizen. We are drilling into one-piece flow. We are taking Red Bins to a new level of awareness so that the feedback loop is complete.
Love what these books do for all managers--it is accessible because of the story overlaying the principles. Well done. The Balle's are impressive Sensei's even when they aren't at our Gemba.
Enjoying these immensely. Have finished two so far and into the third. I know that I will revisit them and learn more each time. Once or twice a concept has been mentioned seemingly with the assumption that the reader will already understand it. This is my first 'formal' (vs. intuitive) exposure to Lean and I found it frustrating. Not wanting to lose the flow, I marked them for later research. Otherwise, good delivery.