LEAN BUSINESS CLUB
ABOUT US

INTRODUCTION

Lean Business Club represents a growing international network of:

The Lean Business Club's mission is to develop effective lean management tools and to empower its members and associates to succeed in business by using these tools and exchanging essential management information.

LEAN BUSINESS CLUB ACTIVITIES

LEAN BUSINESS CLUB
MEMBERSHIP

Since additional management training and assistance are provided exclusively to Lean Business Club Members, you are invited to apply for your membership - the first year is free of charge. Once your application is processed, you will be provided with additional information about a broad range of Benefits offered to Lean Business Club's members.

Each Lean Business Club Associate is licensed to provide proprietary business management methodology through management training and consulting services to Lean Business Club members.

Note: 

LEAN BUSINESS CLUB
OUR  TEAM

JOSEPH SHETZEN, B.S. Engineering , Ben Gurion University, Israel

Joseph Shetzen is the founder and president of Lean Business Club, Inc., an organization which specializes in developing self-help management programs for entrepreneurs and small business owners.

Joseph Shetzen is the author of Lean Business 2100 Management Program and Maximum Performance: The Dow Jones-Irwin Complete Guide To Practical Business Management (Volumes and 2) published by Dow Jones-Irwin currently the McGraw-Hill Companies, Inc. in 1990. Joseph Shetzen also developed a seminar for small business owners titled A Blueprint And Management Checklist Critical For Your Business Success, presented at SCORE/Small Business Administration (SBA) in Los Angeles, California. This seminar is based on a multi-disciplinary approach to business management and provides small business owners with basic elements of the lean business engineering methodology.

Joseph Shetzen also developed a Multi-Disciplinary Practical Business Management Program, specializing in integrated small business management and entrepreneurship, and Executive Management Program for CEO's, and taught for many years at UCLA-Extension, Los Angeles, California.

Joseph Shetzen has extensive experience as a business analyst, management consultant, and business turnaround expert in over fifteen different industries. He also was a CEO in a manufacturing and construction companies and still has active business interests in several companies. Joseph Shetzen is also an active member of the Association Of Strategic Planning - Los Angeles Chapter. Finally, he has been featured in the International Who's Who of Professionals Directory for several years.

Dr. BRUCE A. SAMUELSON - B.S., M.B.A. Washington State University;
C.P.A. State of Washington; D.B.A. University of Southern California

Dr. Samuelson is a Professor of Accounting and former Chair of the Department of Accounting, Law and Finance at School of Business and Management, Pepperdine University, Culver City, California.

Dr. Samuelson served as a Director of the Small Business Institute at the University of California, provided management consulting service to many small businesses, served as an audit supervisor in the U.S. GAO, an auditor for a public accounting firm, and an accountant for a manufacturing firm. In addition, Dr. Samuelson taught at USC, CalState, Long Beach, and UC, Irvine. He also authored several articles that have appeared in The Accounting Review, The Journal of Accountancy, and Organization Studies.

DR. RICHARD E. GUNTHER - B.A. Economics, University of Southern California;
M.S. Operations Management, UCLA; Ph.D. Management and Operations, UCLA

Dr. Gunther is a Professor Emeritus, Department of Systems and Operations Management David Nazarian College of Business and Economics, California State University, Northridge.

Dr. Gunther specializes in operations management planning and inventory control. In addition, Dr. Gunther has extensive management consulting experience providing services to small and medium-sized companies in California. He has taught numerous courses for the Association for Operations Management (APICS) and has been published in such professional publications as Management Science, Decision Sciences, and the Journal of Operations Management .

DR. CHARLES W. FOJTIK - B.A. Northwestern University;
M.B.A. and D.B.A., University of Southern California

Dr. Fojtik is  a Professor of Marketing and former Chair of the Department of Marketing at the School of Business and Management, Pepperdine University, Culver City, California.

Dr. Fojtik spent the last thirty years at Pepperdine University specializing in various areas of marketing management. In addition, Dr. Fojtik was in charge of the Delphi Bureau, specializing in forecasting and market research for new products and services. Dr. Fojtik also provided a broad range of marketing and sales management consulting services to numerous small and medium-sized companies.

LEAN BUSINESS CLUB
A NOTE FROM THE PRESIDENT

Dear Reader:

Did you know that, according to recent statistics from the U.S. Small Business Administration (SBA), there are approximately 27.9 Million Businesses in this country? This includes:

• About 21.7 Million small businesses without employees (micro-businesses).

• About 6.2 Million small to medium-sized businesses with one to 500 paid employees.

• About 20,000 large businesses with over 500 paid employees.

Small businesses account for about 60% of the total workforce and contribute substantially to the $16.72 Trillion of the U.S. Gross Domestic Product (GDP).

The U.S. Small Business Administration and the U.S. Bureau Of Labor Statistics provide the following information related to small business activities in the U.S. during a 1994 – 2010 period:

• About 500,000 to 650,000 new business startups per year.

• About 2.5 million to 4.7 million new jobs per year created by new business startups.

• About 70% of all small business startups fail after 12 years in business.

Here is a question: What is the real cost of business failure in this country?

The emotional cost of business failure obviously can’t be measured in monetary terms, but it is certainly devastating to the thousands of small business owners and their families – just ask any of them...

The financial cost of business failure is very high and extremely damaging to the U.S. economy. According to the American Bankruptcy Institute:

About 43,000 businesses per year filed for bankruptcy during a 1994 - 2011 period.

Moreover, according to CNBC:

Top ten business bankruptcies alone involved $91.5 Billion in assets in 2011.

All these numbers translate into an estimated $100 Billion Business Failure Cost Per Year or: 

• Business Failure Cost Per Day: $273,972,600/Day.

• Business Failure Cost Per Hour: $11,415,525/Hour.

• Business Failure Cost Per Minute: $190,259/Minute.

The high costs of business failure losses in all major business sectors, including small businesses are discussed prominently in the news media. Remember Solyndra? It is surprising, however, that not enough attention has been drawn to main reasons which cause these huge losses in the U.S. to occur in the first place. Here is problem No.1:

The majority of people in business don’t have business management education, while the majority of people with business management education are not in business!

This may sound funny, but unfortunately it’s true! Subsequently, businesses fail as a result of mismanagement, lack of prudent strategic vision, poor financial, marketing, sales and operational planning, undercapitalization, inflated egos and much more.

Perhaps, it’s time to look into the business failure problem and ask a 100 Billion Dollar Question:

What can we really do to stop huge waste of financial resources and minimize the small business failure rate?

About thirty years ago, I started my personal search for the "magic formula" for “successful business management". I was involved in several business situations: first as an employee in various areas of engineering, then as a business owner, and finally as a business analyst, management consultant, author, and educator. I continued my search for many years. The discovery took place unexpectedly one evening during a symphony concert. I guess, somebody wanted to send me a message...

While I was listening to the beautiful music and watching the conductor leading his orchestra, something struck me! I suddenly realized that every business should operate precisely like an orchestra! More importantly, that the conductor must know what each musician should play and when it should be played!

In business terms this means that every entrepreneur, company president, or CEO must be able to see the “big picture”, know what each member of the management team should do, and when it should be done! Only then, will the business produce "beautiful music" and perform to the satisfaction of its owners.

I firmly believed that this simple discovery will help many thousands of small business owners, with big dreams and limited management skills, who fail to see the "big picture", thus risking mismanagement of their own businesses. In fact, this discovery led me to devise a new business management method, which I hope, will break the vicious cycle of incompetence, ignorance, mismanagement, and ultimate failure.

I called this method Business Engineering - because it was designed to help entrepreneurs and business owners like you to "engineer" their business for success. This method was presented for the first time in Maximum Performance: The Dow Jones-Irwin Complete Guide To Practical Business Management published by Dow Jones-Irwin, currently the McGraw-Hill Companies, Inc. in 1990.

Recently, I have decided to combine the business engineering method with lean management guidelines and develop a brand new method for entrepreneurs and small business owners called Lean Business Engineering. This method is at the core of the Lean Business 2100 Management Program which is designed to be used as a Universal Management Tool by anybody who is studying or practicing business management as follows:

• Learning Tool for students.
• Management Tool for professional managers.
• Be-Your-Own-Management-Consultant Tool for small and medium-sized business owners.
• Professional Management Tool for management consultants and pro-active CPAs.

So, if you would like to improve your business knowledge and succeed in your business, we will be privileged to share the "big picture" with you and show you how to become the "conductor of your own orchestra". Once you combine your ability to see the “big picture" with your burning desire to succeed, and your inner strength, motivation, discipline, and commitment to work 25 hours per day – nothing should stop you from succeeding in your business!

I truly believe that this could be the first real step in addressing the 100 Billion Dollar question...

Sincerely,

Joseph Shetzen

President 
Lean Business Club, Inc.

P.S. Please e-mail us at Info@LeanBusinessClub.com for additional information.

LESSON FOR TODAY:
To Succeed, Be Prepared To Work 25 Hours A Day!
How? - Get Up One Hour Earlier!