Creating a Lean Culture: Tools to Sustain Lean Conversions, Third Edition, 3rd Edition (Paperback) book cover

Creating a Lean Culture

Tools to Sustain Lean Conversions, Third Edition

By David Mann

Productivity Press

408 pages | 30 B/W Illus.

Purchasing Options:$ = USD
Paperback: 9781482243239
pub: 2014-10-22
$51.95
x
Hardback: 9781138438194
pub: 2017-07-27
$195.00
x
eBook (VitalSource) : 9781482243253
pub: 2014-10-22
from $25.98


FREE Standard Shipping!

Description

Winner of a Shingo Research and Professional Publication Award

The new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to successfully navigate the politics in cross-functional process improvement projects, and to engage executives in ways that are personally meaningful to them. 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.

Read the Reviews:

"This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader."

— Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group

"David Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book."

— Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University

"This book has long been my ‘go-to’ guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools.."

—Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen

"As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann’s case-based insights are an invaluable tool."

— Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University

"David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success."

— Elizabeth M. King, Vice President Organizational Effectiveness, ESCO Corporation

New in the Third Edition:

  • Contains new chapter on engaging executives in Lean initiatives
  • Includes 21 new case studies
  • Presents new examples from the healthcare and process industries
  • Includes additional gemba worksheets for learning and teaching Lean
  • Provides expanded coverage of Lean applications in complex cross functional value stream process improvement projects
Watch David Mann discuss how the latest edition of Creating a Lean Culture can help you and your organization succeed. http://www.youtube.com/watch?v=zX7jrtV3cBA&feature=youtu.be

Reviews

"This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader."

— Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group

"David Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book."

— Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University

"This book has long been my ‘go-to’ guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools.."

--- Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen

"As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann’s case-based insights are an invaluable tool."

— Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University

"David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success."

— Elizabeth M. King, Vice President Organizational Effectiveness, ESCO Corporation

Table of Contents

The Missing Link in Lean: The Management System

Developing a Lean Culture

Don’t Wait—Start Now!

Lean Management Focuses on Process

Lean Management and Continuous Improvement

Parallel Implementations of Lean Production and Lean Management

Changing from Conventional Production

Getting Rid of the "Do Whatever It Takes" Approach

Lean Processes Need Lean Management

Focusing on the Process Produces Results

Engaging Executives with Lean: A Different Approach

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

Study Questions

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 Be Effective

Leader Standard Work in Automated Production Environments and Process Industries

Does Lean Management Apply in Process Industries?

Process Focus and Leader Standard Work in Process Production

Summary: Four Principal Elements of Lean Management

Study Questions

Standard Work for Leaders

Leader Standard Work Is Process Dependent

Leader Standard Work as Interlocking Layers

Leader Standard Work Shows What to Do—and What Not to Do

Leader Standard Work Should Be Layered from the Bottom Up

What Does Leader Standard Work Cover?

Team Leaders

Supervisors

Value Stream Managers

Form and Format for Leader Standard Work

Leader Standard Work: Compliance or Improvement?

The Role of Training for Lean Implementation

Summary: Leader Standard Work Is Element 1 of Lean Management

Study Questions

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

Completion Heijunka

Between-Process Tracking

Noncyclical Process Tracking

Maintaining Visual Trackers and Acting on the Information They Provide

Benefits of Using Simple Visual Controls Instead of More Sophisticated Information Technology

Summary: Visual Controls and the Data for Lean Management

Study Questions

Daily Accountability Process

How Conventional Production Differs from Lean

Three Tiers of Daily Meetings

Tier One: Team Leader and Production Crew

Tier Two: Supervisor and Team Leaders

The Green Dot/Red 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!

Accountability Boards and Geographically Dispersed Locations

Flat-Screen Monitors

The "Vacation Paradox" and Capacity for Improvement

Accountability in Office Processes

Summary: Daily Accountability Improves Processes

Study Questions

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

Process and Structure

Summary

Study Questions

Learning Lean Management: The Sensei and Gemba Walks

Your Sensei and "True North" Provide Direction

Gemba Walking

How Lean Typically Starts and Grows

Gemba Walking Teaches How to See in New Ways

Being the Sensei: Gemba Walking as a Structured, Repeatable Process

Summary: Learning Lean Management by Being a Sensei’s Apprentice

Study Questions

Being the Sensei: Engaging Your Executives in the Lean Initiative

Symptoms: Orphans, New Sheriffs, and the Next Big Thing

When Gemba Walks Are Not Enough

A Framework for Understanding the Engagement Problem

Nuts and Bolts of Executive Gemba Walks

Executive Gemba Walks: Tools, Structure, and Process

Summary

Study Questions

Leading a Lean Operation

Nine Leadership Behaviors to Learn

Attribute 1: Passion for Lean

Attribute 2: Disciplined Adherence to Process—Accountability

Attribute 3: Project Management Orientation

Attribute 4: Lean Thinking

Attribute 5: Ownership

Attribute 6: Tension between Application 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 with Measures of Results

Summary: Consistent Leadership Is the Crucial Ingredient in Lean Operations

Study Questions

Solving Problems and Improving Processes—Rapidly

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

Study Questions

People—Predictable Interruption, Source of Ideas

Whom 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

Lean Training for Line Leaders

Where Conventional Training Fits In

What If Frontline People Don’t Buy in to Lean?

Responding to Low Performers

Human Resources Policy Issues in Lean Management

Summary: Resolving People Issues to Support Lean Production and Lean Management

Study Questions

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

Keep Asking These Questions!

A Lean Culture Is a Beautiful Thing

Summary: Maintaining Lean Management

Study Questions

Appendix A

Appendix B

Appendix C

Bibliography

Glossary

About the Author

About the Author

David Mann is the author of Creating a Lean Culture: Tools to Sustain Lean Conversions. The book was awarded the Shingo Prize for Operational Excellence in 2006 and has become a best-seller in its field. It has been translated into Chinese, Polish, Portuguese, Russian, Spanish, and Thai.

In 15 years of Lean experience at Steelcase, Inc., Mann developed and applied the concepts of a Lean management system supporting 40+ Lean manufacturing value stream transformations, and led an internal consulting team that supported over 100 successful Lean enterprise business process value stream conversions. He established a Lean consulting practice in 2005 and retired from Steelcase in 2009.

Mann’s consulting, teaching, and coaching experience includes Lean transformation in manufacturing, enterprise business processes, and healthcare organizations. His practice includes clients in healthcare, mining and energy, discrete and process manufacturing, technology, food processing, and enterprise business processes.

Mann is a frequent consultant trainer and speaker on Lean leadership and management, a Shingo Prize examiner, and a faculty member in management science at the Fisher College of Business, the Ohio State University. Mann is an organizational psychologist, earning his Ph.D. at the University of Michigan in 1976. He lives in West Michigan with his wife, a retired criminal prosecutor. They have two daughters. For more information, visit www.dmannlean.com or contact him at dmann@dmannlean com.

Subject Categories

BISAC Subject Codes/Headings:
BUS053000
BUSINESS & ECONOMICS / Quality Control
TEC009060
TECHNOLOGY & ENGINEERING / Industrial Engineering
TEC020000
TECHNOLOGY & ENGINEERING / Manufacturing