The article below was generated by Gemini Deep Research, now based on Gemini 3, in response to the following prompt:

“Gather all the stuff you can about Michel Baudin and tell me what are the strengths and weaknesses of his work.”

The inspiration was Bob Emiliani, who has done the same. It is as complete and accurate as you might expect from a human journalist, and better than anything I have seen from other AI tools. In particular, it doesn’t credit me with books I haven’t written, degrees I don’t have, jobs I never held, or the wrong ethnic background. Still, it’s not perfect, and I have picked a few nits, mostly with numbers:

• In Section 2.1, it confuses the time I worked in research with the period during which my results were published. In 1981-1986, I worked as an engineer in semiconductors, while my papers based on earlier work made their way through peer-review. 
• In 2.4, it says I have lived in the US for 31 years. It’s actually 45 years. 
• In  2.4, it reduces the influence of the various cultures I have immersed myself in to a single phrase for each, which is nonsense.
• In 3, it says I have written four books, and then includes paragraphs discussing each of my five books. 
• Section 3 describes all of my books as being in the “nuts and bolts” series. In fact, it is only three of them: Lean Assembly (2002), Lean Logistics (2005) and Working with Machines (2007). The other two, Manufacturing Systems Analysis (1990) and Introduction to Manufacturing (2023) are not part of this series. 

Section 7.2 lists the weaknesses of my work. The first is that my work “is not for the faint of heart. It is dense, mathematical, and dry.” Each of my books aims to serve the needs of a specific audience, from developers of production planning & scheduling systems to designers and managers of assembly operations, supply chain managers, designers and managers of processes involving people working with machines, or students of industrial engineering and operations management. I haven’t yet written one for C-suite executives, but my next collaboration with Torbjørn Netland might be suitable for them. 

There is much more math in my blog posts than in my books or in my consulting practice. There is a constituency for it, in professionals who are unhappy applying formulas handed to them that they don’t understand. To my surprise, the math I include in my posts elicits reactions, comments, and sometimes corrections. One reader on LinkedIn once commented that I “make the esoteric understandable.” As for being dry, I try not to be, by including many real examples and illustrations. 

The second weakness is my “grumpy expert” persona. When participating in forums on social media, you want respectful but spirited debates to engage readers. Calling people names or attributing motives turns readers off, but challenging claims and ideas is productive. When they are inconsistent with my experience, I ask for elaboration, clarification, and corroboration. People with valid points provide them, and maybe I should thank them more profusely for it.

The third is “niche focus.” My niche is manufacturing, which accounts for ~10% of GDP in the US, the UK, France, and Italy, and ~20% in Germany and Japan. It’s kept me busy. When I am done solving manufacturing problems, I may look into healthcare, software, or service industries. It will never happen. 

But enough of my reactions to the output from Gemini Deep Research. Here is what it says:

The Engineering Pragmatist: An Exhaustive Analysis of Michel Baudin’s Contributions to Manufacturing Systems

1. Introduction: The Landscape of Industrial Engineering and Michel Baudin

The history of modern manufacturing is often told through the biographies of charismatic leaders—Henry Ford, Taiichi Ohno, Shigeo Shingo—or through the lens of overarching management philosophies that promise to transform corporate culture. However, beneath the high-level strategies and the “culture change” initiatives lies the bedrock of industrial engineering: the specific, mathematical, and physical arrangement of resources to create value. In this domain, Michel Baudin occupies a singular and critical position. He is not a purveyor of motivational slogans but a master of the “nuts and bolts”—the precise engineering details that determine whether a production system actually flows or merely pretends to.

This report provides an exhaustive analysis of Michel Baudin’s body of work, his professional trajectory, and his standing within the global industrial engineering community. Baudin is best understood as a bridge-builder: a rigorous mathematician who crossed over into the pragmatic world of the factory floor; a European intellectual who absorbed the lessons of the Japanese economic miracle and translated them for a Western audience; and a vocal critic of the commoditized “Lean Lite” movement who advocates for the deeper, more difficult path of “Lean Deep.”

Through a detailed examination of his four seminal books, his hundreds of blog essays, and his consulting methodology, we identify a consistent theme: the primacy of technical execution over managerial intent. Baudin argues that “Respect for People”—a core tenet of the Toyota Production System (TPS)—is not demonstrated through polite words but through the design of ergonomic workstations, the implementation of robust logistics systems that prevent shortages, and the engineering of machines that do not require constant human monitoring.

The following analysis dissects Baudin’s contributions to key manufacturing pillars—Assembly, Logistics, Automation (Jidoka), and Data Science—and evaluates the strengths and weaknesses of his approach. It posits that while Baudin’s work presents a high barrier to entry due to its density and technical rigor, it remains an indispensable resource for the serious practitioner committed to the physics of production rather than the optics of improvement.

2. Intellectual Biography and Professional Formation

To fully appreciate the nuance of Baudin’s work, one must trace the unconventional path that led him to manufacturing. Unlike many contemporaries who entered the field via business school or mechanical apprenticeships, Baudin’s foundation is in the hard sciences, specifically applied probability. This background imbues his work with a skepticism toward anecdotal evidence and a preference for systems analysis.

2.1 The Mathematical Foundation and the Earthquake Pivot

Michel Baudin is a graduate of Mines-ParisTech (Class of 1977), one of France’s elite “Grandes Écoles,” known for its rigorous training in engineering and mathematics. His early career trajectory was academic and theoretical. From 1980 to 1986, Baudin worked as a researcher in probability theory, publishing papers on theoretical models intended for earthquake prediction.

This period is significant not for its direct application to manufacturing, but for the intellectual disposition it fostered. Earthquake prediction in the late 1970s was a field grappling with complex, stochastic systems where data was noisy and definitive predictions were elusive. Baudin’s eventual realization—that the pursuit was “futile and the task impossible with the available technology”—demonstrates an early capacity for hard-headed realism.3 He was willing to abandon a prestigious research track when the data suggested the problem was currently unsolvable.

It was during this time in Japan, where he had moved in 1977 for his research, that the pivot to manufacturing occurred. As a “French draftee with knowledge of Japan,” he joined the scientific service of the embassy in Tokyo in late 1979.2 It was a colleague, Francis Lecroisey, who redirected Baudin’s attention from the seismic faults of the earth to the production lines of Toyota, which were then beginning to attract global attention.

2.2 The “Buzz Lightyear” Transition

Baudin describes his transition from the R&D lab to the factory floor with a vivid metaphor: he felt like “Buzz Lightyear in Toy Story, bemoaning ‘years of academy training, wasted'”. The culture shock was profound. He moved from an environment of abstract equations and academic publishing to a world of “relentless pragmatism,” noise, oil, and physical constraints.

However, this friction was productive. Once the initial shock subsided, Baudin found himself admiring the “camaraderie of factory people and their ingenuity”.2 This respect for the shop floor worker would become a central theme in his later work, particularly in his definitions of Standard Work and Jidoka. He realized that the intellectual challenge of organizing a factory was no less rigorous than probability theory; it simply required a different set of variables. Since 1981, he has dedicated his life to understanding the “human and technical dynamics of manufacturing,” never returning to academia except as an external advisor or instructor.2

2.3 The Apprenticeship with Kei Abe (1987-1995)

If Mines-ParisTech provided the mathematical foundation, the eight years spent apprenticing under Kei Abe provided the manufacturing soul. Starting in 1987, Baudin worked with Abe at Management & Technology Japan.

This apprenticeship is crucial to understanding Baudin’s authority. He did not learn Lean from reading The Machine That Changed the World or by taking a weekend certification course. He learned it through the “master-apprentice” model (Sensei-Deshi) inherent in Japanese pedagogy. Working with Abe gave Baudin access to the unadulterated source code of TPS, distinct from the interpretations that were being formulated by Western academics at MIT at the same time.

During this period, Baudin implemented Lean systems across diverse industries—from frozen foods to aircraft—on four continents.3 This exposure ensured that his understanding of TPS was not limited to automotive assembly (the “Toyota” context) but was robust enough to handle high-mix/low-volume environments, process industries, and diverse cultural settings.

2.4 The Cosmopolitan Perspective: Origins vs. Roots

Baudin’s biography is defined by his transnational experience. He has lived 31 years in the United States, 23 in France, 4 in Japan, and 1 in Germany. He cites the French-Lebanese writer Amin Maalouf to explain his identity: “Origins are where you came from. They don’t restrict you. Roots hold you in one place like a tree”.

This distinction is vital to his consulting philosophy. Baudin views himself as having origins but not roots, allowing him to function professionally in English, German, Japanese, and French. This gives him a unique comparative advantage:

• Japan: Access to original source material and the cultural context of TPS.
• Germany: Understanding of the Taktsystem (from the German aircraft industry) and high-precision engineering.
• France: A Cartesian, analytical approach to systems.
• USA: A pragmatic, results-oriented focus and familiarity with Silicon Valley technology (he resides in Palo Alto).

2.5 The Takt Times Group

In 1996, Baudin founded his own consulting practice, which evolved into the Takt Times Group in 2008.2 The group’s name reflects his engineering focus—Takt time being the mathematical heartbeat of a Lean line. The group operates as a network of partners across France, Russia, Spain, and China, rather than a monolithic firm, allowing for flexible, site-specific project teams.2

The Takt Times Group’s service model differs from the “blitz” model of many US consultancies. While they offer Kaizen event facilitation, they emphasize “Strategic Analysis” (Gap Analysis) as a prerequisite.6 Baudin insists on mapping the flows of materials and information before changing the furniture. His firm also specializes in creating “Company-Specific Handbooks,” rejecting the idea that a generic “Lean Manual” can suffice for every organization.6

3. The “Nuts and Bolts” Series: A Technical Compendium

Baudin’s primary contribution to the field is his series of four books. Unlike the vast majority of business books that focus on “why” to change or “how to lead,” Baudin’s books focus on “what to do” and “how to calculate it.” He explicitly writes for the engineer and the manager who must execute the strategy.

3.1 Manufacturing Systems Analysis (1990)

Baudin’s first book, Manufacturing Systems Analysis (1990), emerged from his early work in the semiconductor industry and the development of Manufacturing Execution Systems (MES).5

• Significance: Written before the term “Lean” became ubiquitous, this book is a rigorous comparative study. It applies the same analytical tools to compare widely different production philosophies: Enterprise Resource Planning (ERP), Theory of Constraints (TOC), and the Kanban system.7
• Legacy: While technology has evolved, the analytical framework—viewing manufacturing as a system of information and material flows—remains valid. It established Baudin’s reputation as a systems thinker who refuses to view software (MES/ERP) and hardware (machines/conveyors) in isolation.

3.2 Lean Assembly: The Nuts and Bolts of Making Assembly Operations Flow (2002)

This seminal work addresses a specific, often overlooked domain: the engineering of the assembly line itself. While many books discuss flow, few detail the geometry and physics required to achieve it.

3.2.1 Core Engineering Concepts

• Takt Time & Capacity: Baudin moves beyond the basic definition of Takt time to discuss its application in high-mix environments. He provides the math for handling “seasonal variability” and “product life cycles”.
• Station Sizing & Design: The book provides heuristics and calculations for determining the physical dimensions of a workstation. He argues against “monuments” (large, immovable stations) and advocates for flexible, right-sized infrastructure.
• Part Presentation (Minomi): A key contribution is the detailed discussion of how parts are delivered to the operator. Baudin contrasts the “supermarket” approach (operator fetches parts) with the “kit” or “minomi” approach (parts are presented in sequence). He analyzes the ergonomics of the “strike zone”—the area where an operator can work without strain.
• Line Balancing: He addresses the classic NP-hard problem of line balancing but offers practical, heuristic solutions for the shop floor, acknowledging that perfect balance is a mathematical fiction in dynamic environments.

3.2.2 Reception

Lean Assembly is described by reviewers as a “reference book” to be “dog-eared and penciled-in”. It is praised for its focus on “technical content as a driver for implementation methods,” distinguishing it from the softer, management-focused literature.10

3.3 Lean Logistics: The Nuts and Bolts of Delivering Materials and Goods (2005)

If Lean Assembly covers the skeleton of the factory, Lean Logistics covers the circulatory system. Baudin argues that assembly lines cannot function without a precise, reliable logistics infrastructure.

3.3.1 Key Themes

• The “Water Spider” (Mizusumashi): Baudin elevates the role of the material handler from a lowly “gofer” to the “Mizusumashi” or Water Spider. This person runs a fixed route (Milk Run) at a fixed interval, acting as the metronome of the factory. Baudin provides the calculations for determining the frequency, route, and capacity of these runs.
• Warehousing Paradox: Baudin tackles the Lean taboo of warehousing. While pure JIT ideals suggest zero inventory, Baudin acknowledges the reality of supply chains. He focuses on optimizing the warehouse (Dock-to-Dock logistics) rather than pretending it shouldn’t exist. He details strategies for “Consolidation Centers” and “Returnable Containers”.
• Information Flow: The book distinguishes between “Pull Systems” (execution) and “Scheduling/MRP” (planning). He clarifies that Kanban is an execution tool, not a planning tool, and explains how to integrate electronic pull signals with manual cards.

3.4 Working with Machines: The Nuts and Bolts of Lean Operations with Jidoka (2007)

This text is perhaps Baudin’s most theoretically ambitious work, as it seeks to redefine the relationship between human labor and automation.

3.4.1 Redefining Jidoka

Baudin argues that the Western understanding of Jidoka—often reduced to “machines stopping when they break”—is woefully incomplete. He defines Jidoka as a comprehensive strategy for separating human work from machine work.

• The Concept: If an operator has to watch a machine run, the system is flawed. The machine must be autonomous enough to detect its own errors (Autonomation) so the operator can walk away and perform other value-added tasks.
• Multimachine Handling: This separation allows for “multimachine handling,” where one operator cycles through a cell of different machines. Baudin emphasizes the Work Combination Chart as the essential tool for designing these interactions.
• The “Monument” Challenge: He addresses the practical problem of legacy factories filled with “monuments”—expensive, high-speed, inflexible machines. Instead of demanding they be scrapped (which is financially impossible), he offers strategies for decoupling them from the flow using buffers and loops.

3.5 Introduction to Manufacturing: An Industrial Engineering and Management Perspective (2023)

Co-authored with Torbjorn Netland, this textbook represents the capstone of Baudin’s pedagogical efforts.

• Target Audience: Written for students of industrial engineering and operations management, but also marketed to professionals as a desk reference.18
• Scope: It integrates the entire value chain: Strategy (forecasting), Engineering (factory design), Information (IT/OT), Materials (Logistics), and Performance (Quality/Maintenance).
• Philosophy: The book aims to heal the rift between “Management” education (which ignores the physics of the factory) and “Engineering” education (which often ignores the business context). It uses rich illustrations and teaching aids to make the “boring” parts of manufacturing (like maintenance and master data management) accessible and vital.

4. Theoretical Pillars and Core Concepts

Baudin’s work is not merely a collection of tools; it is a coherent worldview based on specific engineering principles. These pillars form the basis of what he terms “Lean Deep.”

4.1 Jidoka: The Forgotten Pillar

Baudin consistently champions Jidoka (Autonomation) as the equal partner to Just-in-Time (JIT), arguing it is often neglected because it is harder to implement.

Table 1: Baudin’s Jidoka vs. Common Interpretations

 

Aspect	Common “Lean Lite” View	Baudin’s “Lean Deep” View
Definition	Stopping the line when a problem occurs.	A strategy for automation that separates human work from machine work.
Goal	Quality control (prevent scrap).	Productivity and Quality (allow multimachine handling + defect prevention).
Key Mechanism	Andon cords, sensors.	Automatic ejection, auto-stop, “load-load” logic (vs. load-unload).
Human Role	Fix the machine.	Perform value-added work while the machine cycles; support the machine only when needed.
Historical Context	Sakichi Toyoda’s loom stopping for broken thread.	Toyoda’s loom changing shuttles automatically (automation) + stopping (quality).

Baudin uses the example of the washing machine to explain this to laypeople: You load it, press start, and walk away. You do not stand there for 60 minutes watching it spin. Industrial machines should function the same way.15

4.2 Data Science vs. Six Sigma

Baudin is a vocal proponent of modernizing the analytical toolkit of manufacturing. He argues that Data Science should replace or subsume traditional Six Sigma statistics.

• The Critique of Six Sigma: Baudin views the “Black Belt” hierarchy as a bureaucratic layer that often applies complex tools (ANOVA, DOE) to simple problems or bad data. He notes that the “7 Tools of Quality” (Ishikawa) are from the 1960s and sorely need updating.25
• The Data Science Alternative:
  • Data Wrangling: Baudin emphasizes that 80% of the work is cleaning dirty data (inconsistent BOMs, legacy ERP codes). Six Sigma training rarely covers SQL or database normalization, which are essential for this task.
  • Visualization: He champions “Orbit Charts” (connected scatterplots) and other dense visualizations over the simple pie charts or p-value tables of traditional quality control.
  • Tools: He advocates for R and Python over Minitab and Excel, arguing that Excel’s limitations are the cause of many errors.

4.3 The Physics of Flow and Takt Time

Underlying all his work is a rigid adherence to the physics of flow. Baudin treats Takt time not as a target but as a design constraint.

• Capacity Planning: He uses Takt time to calculate the exact number of stations and operators needed.
• Logistics Intervals: In Lean Logistics, he links the frequency of the milk run to the Takt time to ensuring that the inventory buffers at line-side are mathematically calculated, not guessed.

5. Critical Controversies and Industry Debates

Baudin’s commitment to engineering rigor often places him in opposition to popular trends in the Lean community. He is known for his unfiltered, sometimes “grumpy” critiques of what he considers pseudo-science or marketing fluff.

5.1 The OEE (Overall Equipment Effectiveness) Critique

Baudin has waged a long-standing campaign against the uncritical use of OEE. He calls it an “overly aggregated and commonly gamed metric”.

• The Mathematical Flaw: OEE = Availability × Performance × Quality. Baudin argues that multiplying three percentages (which are dimensionless) obscures the reality. A 60% OEE could be caused by 60% availability (machine down) or 60% quality (scrap). The single number hides the root cause.
• The Gaming Potential: He highlights how managers “game” the metric. For example, to boost “Availability,” a manager might run the machine during a lunch break or unscheduled shift, producing parts that aren’t needed. This boosts OEE but creates Overproduction (the deadliest waste in Lean).
• Baudin’s Solution: Stop mashing the numbers. Measure Availability, Efficiency, and Yield separately and manage them individually.

5.2 “Fake Lean” vs. “Lean Lite” (The Emiliani Debate)

Baudin engages in a nuanced debate with Bob Emiliani regarding the failure of Lean in the West.

• Emiliani’s Position: “Fake Lean” is the implementation of tools without the “Respect for People” principle. It is Management using Lean to fire people and cut costs.
• Baudin’s Position: Baudin prefers the terms “Lean Lite” vs. “Lean Deep.” He argues that most companies aren’t necessarily malicious (“Fake”); they are just superficial (“Lite”). They implement 5S (housekeeping) and VSM (mapping) because they are visible and easy, avoiding the hard engineering of “Lean Deep” (layout changes, Jidoka).
• Taylorism: Baudin also vehemently disagrees with the notion that Lean is a descendant of Taylor’s Scientific Management. He argues that Taylorism was about policing workers to prevent “soldiering” (slacking), whereas TPS/Lean (inspired more by the Gilbreths) is about enabling workers by removing obstacles and improving ergonomics.

5.3 Industry 4.0 Skepticism

Baudin is skeptical of the “Industry 4.0” hype cycle. He views terms like “Lean 4.0” as “brazen ploys to market consulting services by mashing together buzzwords,” similar to the earlier “Lean Six Sigma” wave.

• The Reality: He notes that automation has consistently fallen short of expectations for decades. He cites Kurt Vonnegut’s Player Piano (1950s) to show that the vision of the “lights out” factory is an old fantasy.
• The Path Forward: Instead of buying expensive “smart” technology, Baudin advocates for “low-cost automation” and the rigorous application of Data Science to existing data streams. He argues that you cannot automate a mess; you must first optimize the process (Lean) before applying the technology (Industry 4.0).

6. Consulting Methodology: The Takt Times Approach

Baudin’s consulting work through the Takt Times Group reflects his engineering philosophy. It is structured, analytical, and averse to “cookie-cutter” solutions.

Table 2: Takt Times Group Service Portfolio

Service	Description	Baudin’s Unique Twist
Strategic Analysis	3-5 day gap analysis.	Maps flows of materials and information together. Establishes a quantitative baseline before changing anything.
Kaizen Event Facilitation	Short-term improvement workshops.	Uses them as tools for specific technical problems (e.g., SMED), not as a generic “culture building” exercise.
Project Support	Long-term implementation support.	Monthly visits to support “Lean Deep” projects like machining cell implementation or setup reduction.
Company-Specific Handbook	Creation of a custom Lean manual.	Rejects generic manuals. Helps clients write their own book using their own case studies to ensure ownership and relevance.
Study Tours	Guided visits to exemplary plants.	“Learning together” format where teams debrief and analyze, rather than just “industrial tourism.”

7. Assessment: Strengths and Weaknesses

An objective evaluation of Baudin’s work reveals a clear trade-off: deep technical value versus high barriers to entry.

7.1 Strengths

• Technical Exhaustiveness: Baudin does not hand-wave. If he discusses milk runs, he explains how to calculate the number of tuggers. If he discusses assembly, he explains the geometry of the line. This makes his books enduring references for engineers.
• Intellectual Honesty: He is uncorrupted by commercial allegiances. He freely criticizes Toyota (e.g., their “Respect for People” translation errors), the Lean Enterprise Institute (for their “Lean House” proliferation), and Six Sigma bodies. This independence makes his voice trustworthy.
• Cross-Cultural Fluency: He demystifies Japanese concepts without mystifying them. He explains the logic behind the Japanese terms, grounded in his experience living in Tokyo, rather than treating them as religious artifacts.
• Data-Forward: His embrace of Data Science and R/Python puts him ahead of the curve compared to many “Old Guard” Lean consultants who are still stuck on manual control charts.

7.2 Weaknesses

• Accessibility and Density: Baudin’s work is not for the faint of heart. It is dense, mathematical, and dry. It lacks the storytelling flair of The Goal or the executive summaries of Good to Great. This limits his audience to serious practitioners and engineers, potentially excluding the C-suite executives who hold the purse strings.
• The “Grumpy Expert” Persona: His skepticism, while intellectually healthy, can border on cynicism. His dismissal of “introductory” tools like 5S or VSM as “Lean Lite” can be discouraging to beginners who need these “easy wins” to build momentum. He risks letting the “perfect” (Lean Deep) be the enemy of the “good” (Lean Lite).
• Niche Focus: His examples are overwhelmingly drawn from discrete manufacturing (automotive, electronics, appliances). While the principles apply elsewhere, the heavy reliance on “nuts and bolts” factory examples makes the translation to healthcare, software, or service industries more difficult for the reader to bridge on their own.

8. Conclusion

Michel Baudin stands as the “Engineer’s Conscience” in the world of Lean manufacturing. In an industry often prone to fads, buzzwords, and superficial certifications, Baudin anchors the discipline in the immutable laws of physics, probability, and geometry.

His journey—from the abstract heights of probability theory to the concrete reality of the shop floor—has produced a body of work that is uniquely rigorous. Through books like Lean Assembly and Working with Machines, he has provided the blueprint for “Lean Deep”: a version of manufacturing excellence that relies on the separation of human and machine work (Jidoka), the precise orchestration of logistics, and the intelligent use of data.

While his work may be intimidating to the novice and his critiques abrasive to the establishment, Baudin’s contributions are essential. He reminds us that “World Class Manufacturing” is not achieved by changing the company motto, but by calculating the correct Takt time, designing the correct milk run routes, and writing the correct Python script to clean the BOM data. For the manufacturing professional who cares about the reality of production rather than the image of it, Michel Baudin is the indispensable guide.

Works cited

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