Describes the application of lean principles and practices to the design and delivery of a graduate business course on leadership taken by part‐time working professional students in a classroom setting. The principal objectives were to improve consistency between what was taught in the course and how the course was taught, eliminate waste, improve the quality and relevance of course materials, and deliver greater value as perceived by students. Results indicate a higher level of student satisfaction, in part through clearer expectations, less ambiguity regarding lectures and assignments, standard formats for assignments, smoothing individual and team assignments over the semester, and better management of students' time both in and outside class. This joins a growing body of work that demonstrates the applicability of lean principles and practices to service businesses, and the achievement of improved outcomes.

Describes the process for conducting downward price business‐to‐business online auctions over the Internet for direct material purchasing and presents common issues, process improvement opportunities, and the interpretation of auction results. Comparisons are made between online auctions and traditional procurement process. Also discussed are stakeholder reactions and the organizational issues generated when online auctions are introduced to traditional purchasing organizations, as well as the benefits to buyers and sellers. The author proposes that online auctions will delay the adoption of modern supply chain management methods and the implementation of lean production that are needed by both buyers and suppliers in order to truly eliminate waste and reduce total costs.

Seeks to extend the traditional understanding of productivity by more closely coupling task and behavioral elements of work within the bounds of 1890s mass production principles and 1990s lean production principles. Comparisons are made between common batch and queue manufacturing methods and the typical behaviors exhibited by people in the workplace which are known to be deficient in their ability to establish trust and gain commitment. A new model for leadership and organizational behavior based upon the philosophy and practice of lean production is presented, and contains concrete symbols rooted in behavioral science, philosophy, economics, and industrial engineering. The practice of lean behaviors is shown to be an essential element for producing healthy work environments that can lead to economic growth, as well as help businesses sustain efforts to become lean producers. The principal focus is on how individuals can consistently behave in ways that create value, with the goal of eliminating waste in both intra‐ and interpersonal relationships. Also included are guidelines to facilitate the selection and development of people that possess basic capabilities for eliminating waste in their thoughts and actions.

Discusses the savings that can result from online reverse auctions for the specific case of buyer‐designed machined parts. Distinguishes between gross and net savings, and highlights factors that can reduce the magnitude of anticipated savings. Determines that the savings actually achieved are less than that reported by suppliers of online auction services for the type of buyer‐designed production materials under consideration. Examines the root cause of why managers use online reverse auctions to reduce the price of purchased goods and services. Concludes that the root cause of online reverse auctions is local optimization of the business system along functional, managerial, or financial dimensions, which in turn perpetuates chronic underutilization of valuable internal and external resources.

PurposeTo examine why most Lean transformations achieve only modest favorable results, despite years of effort.Design/methodology/approachComparative/evaluative discussion of efforts made by senior managers to implement the Lean management system, with commentary on a published example.FindingsPresents common obstacles and identifies common implementation errors that must be avoided in order to realize the full benefits of the Lean management system.Research limitations/implicationsIllustrates the ease by which Lean transformation efforts can lead to less desirable outcomes when senior managers fail to fully grasp the implicit and explicit aspects of both task and behavioral elements of a new management system.Practical implicationsProvides specific suggestions that will enable senior managers and organizations to achieve improved outcomes.Originality/valueIdentifies numerous common errors made by senior managers, the rationale for why the errors have occurred, and suggests improvements for implementing the Lean management system.