Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition / Edition 2by David Mann
Pub. Date: 03/22/2010
Publisher: Taylor & Francis
Winner of a Shingo Research and Professional Publication Award
The new and revised edition of this modern day classic provides the critical piece that will make any lean transformation a dynamic continuous success. It shows you how to implement a transformation that cannot fail by developing a culture that will have all your stakeholders involved in the/b>
Winner of a Shingo Research and Professional Publication Award
The new and revised edition of this modern day classic provides the critical piece that will make any lean transformation a dynamic continuous success. It shows you how to implement a transformation that cannot fail by developing a culture that will have all your stakeholders involved in the process and invested in the outcome. It will teach you how to build success from the top down and the bottom up at the same time. If you are a leader at any level in an organization undergoing or considering a lean transformation, this is where you should start and finish … and start again.
Praise for the First Edition of the Shingo Prize Winning International Bestseller. . .
… an excellent review of one of the most common implementation issues in a lean transformation the essential day to day work practices of team leaders/supervisors/value stream managers that enable the lean system.
George Koenigsaecker, President, Lean Investments, LLC
. . . reprinted seven times
The purpose of lean systems is to make problems glaringly obvious. If implementation does not include standard leadership and cultural support systems to constantly address problems, the point of the system is missed. Many books address lean tools and initial conversion, but if you want the system to stick, read David's book.
Robert (Doc) Hall, Editor-In-Chief, Target, Association for Manufacturing Excellence
. . . now being translated into Russian, Thai, and Chinese…
Mann's book is an excellent start toward Lean Leadership as 'process-dependent' rather than 'person-dependent' in style.
Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing
Now empowered with five more years of accumulated knowledge and experience, David Mann’s seminal work:
- Offers new insights on applications of lean management in administrative, technical, and professional environments
- Provides new guidance on how to begin implementing lean management in discrete manufacturing, office, and process manufacturing environments.
- Details specifics on how to engage executives through gemba walks*
- Shows the difference between measuring improvement through results and through processes
- Adds new case studies throughout
- Expands the lean management assessment based on actual use, and now offers up two separate versions (both available online) one for manufacturing and one for administrative, technical, and professional settings
*In a gemba walk, a teacher, or sensei, and student walk the production floor. The teacher asks the student to tell what he or she sees and, depending on the answer, asks more questions to stimulate the student to think differently about what is in front of him or her. This includes learning to see what is not there…Gemba walks often include assignments to act on what the student has come to see. …
- Taylor & Francis
- Publication date:
- Edition description:
- Older Edition
- Product dimensions:
- 7.00(w) x 9.90(h) x 0.90(d)
Table of Contents
Section 1 What Is the Lean Management System?
Principal Elements of Lean Management
1 The Missing Link in Lean: The Management System
Developing a Lean Culture
Don’t WaitStart Now!
Lean Management Focuses on Process
Parallel Implementations of Lean Production and Lean Management
Changing from conventional mass production
Getting rid of the "do whatever it takes!" approach
Lean Processes Need Lean Management
Focusing on the Process Produces Results
Measuring the Process against Expected Outcomes
How Can You Recognize Culture?
Overcoming Cultural Inertia
New Settings with Old Habits Won’t Work
How to Change Your Culture
Extinguishing Versus Breaking Habits
Make Sure You Don’t Slip Back into These Old Habits!
Summary: Technical and Management Sides Need Each Other
2 The Lean Management System’s Principal Elements
The Principal Elements of Lean Management
Lean Elements Need to Work Together
Execution Is Key to Lean Management
Implementing Lean Management: Where to Begin?
Start with Visual Controls
When Implementing Leader Standard Work First Can Work
Leader Standard Work in Automated Production Environments
Does Lean Management Apply in Process Industries?
Process Focus in Process Production
Summary: Four Principal Elements of Lean Management
3 Standard Work for Leaders
Leader Standard Work Is Process Dependent
Leader Standard Work as Interlocking Layers
Leader Standard Work Shows What to Doand What Not to Do.0
Leader Standard Work Should Be Layered from the Bottom Up
What Does Leader Standard Work Cover?
Value Stream Managers
Form and Format for Leader Standard Work
The Role of Training for Lean Implementation
Summary: Leader Standard Work Is Element Number 1 of Lean Management
4 Visual Controls
Visual Controls Focus on Process and Actual Performance
A Variety of Tools to Visually Monitor Processes
Hour-by-Hour Production Tracking Charts
How Visual Controls Enforce Discipline
Job-by-Job Tracking Charts
Priority Board Hourly Status
Noncyclical Process Tracking
Maintaining Visual Trackers and Acting on the Information They Provide
Benefits of Using Simple Visual Controls Instead of More Sophisticated IT
Accuracy Versus Precision of Visual Information
Proximity of Visual Controls
Flexibility of Visual Controls
Visual Controls and the "Fingerprint Factor"
The Power of Networks
Intangible Benefits of Visual Controls
Summary: Visual Controls and the Data for Lean Management
5 Daily Accountability Process
How Batch Production Differs from Lean
Three Tiers of Daily Meetings
Tier One: Team Leader and Production Crew
Tier Two: Supervisor and Team Leaders
The Red Dot, Green Dot Convention
Day-to-Day Project Management
Tier Three: Value Stream Leader with Supervisors and Support Groups
Daily Accountability Exposes and Solves Problems Quickly
Further Note on Task Assignments and Follow-Up
It’s Not about the Boards!
The "Vacation Paradox" and Capacity for Improvement
Accountability in Office Processes
Summary: Daily Accountability Improves Processes
6 Lean in Administrative, Technical, and Professional Work
Lean Management in Enterprise Business Processes
Resistance: Accountability and Visual Controls
Enterprise Value Streams and Their Political Environment
Organizational Governance for Enterprise Value Streams
Section 2 Learning Lean Management and Production: Supporting El ements of Lean Management
7 Learning Lean Management: The Sensei and Gemba Walks1
Your Sensei and "True North" Provide Direction
Gemba Walking Teaches How to See in New Ways
Being the Sensei: Gemba Walking Your Executives
Go to the Place, Look at the Process, Talk with the People
Gemba Walking as a Structured, Repeatable Process
Summary: Learning Lean Management by Being a Sensei’s Apprentice
8 Leading a Lean Operation
Nine Leadership Behaviors to Learn
Attribute 1: Passion for Lean
Willingness to Make Personal Change
Attribute 2: Disciplined Adherence to Process Accountability
Attribute 3: Project Management Orientation
Attribute 4: Lean Thinking
Lean Thinking Looks for the Sources of Problems
Attribute 5: Ownership
Attribute 6: Tension between Applied and Technical Details
Attribute 7: Balance between Production and Management Systems
Attribute 8: Effective Relations with Support Groups
Attribute 9: Don’t Confuse Measures of Process w/ Measures of Results
A Measure of Process or Result?
Frequency of Observation
Lean Leaders Recognize Imperfection
Summary: Consistent Leadership Is the Crucial Ingredient in Lean Operations
9 Solving Problems and Improving ProcessesRapidly
A Root Cause Orientation to Problem Solving
Workarounds Are Anti-Improvement
A New Way of Thinking
Should Perfection Be a Goal?
Structured Problem Solving Process
Who Makes Improvements?
Short-, Medium-, and Longer-Term Improvements
Recommending Future Improvements
Managing Improvement Activities
Improvement Resources and Skills
A Rapid Response System
Support Groups Must Keep Pace with Production
Summary: Finding the Root Cause of Problems Is Key
10 PeoplePredictable Interruption; Source of Ideas
Who Do I Expect Today? The Attendance Matrix
Who Starts Where Today? The Labor and Rotation Plan
Completing the Labor Planning Suite
Who Is Qualified for Which Jobs?
How Can I Encourage Participation? The Idea System
Who Will Work on Suggested Improvements?
A Visual Improvement Suggestion Process
Making Listening Visible
Lean Training for Line Leaders
Where Conventional Training Fits In
What If Production People Don’t Buy into Lean?
Responding to Low Performers
Human Resources Policy Issues in Lean Management
Summary: Resolving People Issues to Support Lean Production and Lean Management
11 Sustain What You Implement
You Already Have a Management System!
What Should You Do?
Rely on Leader Standard Work
Maintain the Visual Controls
Conduct Gemba Walks Regularly
Keep Yourself Honest
Assess Your Lean Management System
Details of the Lean Management System Assessment
Conducting an Assessment
When Should You Assess?
Who Should Assess?
Interpreting the Assessment
Keep Asking These Questions!
A Lean Culture Is a Beautiful Thing
Summary: Maintaining Lean Management
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Most Helpful Customer Reviews
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If you are responsible for creating a Lean culture either as a senior manager, leader or simply part of a team, then 'Creating A Lean Culture' is a resource I highly recommend. It contains enough relevant information for all levels involved in Lean initiatives to understand and transform your understanding into action (not just 'talking about' making things happen) Bayo Akinola-Odusola Organizational Change Consultant
Is good fro comkpanies that are involve in the transformation to LEAN
Lean production offers the promise of competitive, high-quality, low-cost manufacturing, but operating it successfully requires a lean management system. David Mann, head of lean management and organizational development at Steelcase, an office equipment manufacturer, helps you understand how to implement a simple, effective, proven lean management system. He explains how to take action, leverage a few simple processes and create a culture that will sustain your gains in the long term. Obviously, no system is a panacea, and Mann says you have to spend time every day comparing your actual performance to what you expected from each process. By focusing your management efforts on actively closing those gaps, you can find the right ways to improve your lean production system. The book includes a very useful glossary to help you understand the specialized vocabulary of lean management, and provides charts, forms, pictures and diagrams to aid you in implementing each chapter's principles. getAbstract recommends it as a hands-on manual, not a theoretical read. Though Mann targets managers and other leaders, anyone involved in lean manufacturing can benefit from his practical advice.