Uniting the Religions of Process Improvement
Harvard Business Review
MARCH 7, 2011
People who have earned these belts drive projects with clear financial targets set at the top organization, with progress monitored by the CFO. In addition to laying out an approach for making one-time improvements, Reengineering's high priest (the late Michael Hammer) had advice for organizations wanting to sustain improvement. What's more, the company helped develop Hammer's PEMM concept and is now training Lean managers.