1st Edition

Lean Culture
Collected Practices and Cases





ISBN 9781563273261
Published June 3, 2005 by Productivity Press
160 Pages

USD $24.95

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Book Description

The hard part of implementing a lean transformation, according to most experts, is dealing with the "soft" issues, such as culture change. Getting employees to live and breathe lean -- actively supporting and buying into lean concepts and philosophy, always searching for ways to eliminate waste, and continuously improving processes and providing greater value for customers -- is the real challenge when building and sustaining a lean culture.

Lean Culture: Collected Practices and Cases provides a variety of case studies taken from articles previously published in Lean Manufacturer Advisor: the monthly newsletter by Productivity Press. All focus on cultural issues, ranging from the role of top management, to training and development of workers and managers, to building buy-in and to sustaining the culture.

Highlights include:

  • Practical, in-depth descriptions of cultural issues in a lean transformation, written in a conversational, easy-to-read style.
  • Many case studies unavailable from any other single source.
  • Articles categorized by specific area - all desired information is easily located.
  • Real-world information about culture change collected in one handy book.

Table of Contents

Introduction
Part I: Building Support
Chapter 1: Aggressive Management Builds a New Hartz Mountain Culture
Chapter 2: The Ways to Win Hearts and Minds
Chapter 3: Creating a New Culture Is Company's First Priority
Chapter 4: Tips for Molding a Kaizen Culture
Chapter 5: Employees Offer Suggestions When a Process Is in Place
Chapter 6: Approach Is Key in Attempt to Make Union a Partner
Chapter 7: The Really Tough Part: Selling Lean to the CEO
Chapter 8: "Semi-Stealth" Strategy Turns Top Executives into Believers
Part II: Staff Development
Chapter 9: Plan to Increase Your Skills Inventory
Chapter 10: Acquiring and Building Expertise
Chapter 11: Plan Your Search Carefully to Get the Right Lean Leader
Chapter 12: Improving Hiring Processes Saves Both Time and Money
Chapter 13: Ten Critical Areas Where Supervisors Need Your Help with Culture Change
Chapter 14: Structured Program Builds Skills of Team Leaders
Chapter 15: Want a High-Level Job Here? You Better Learn Lean First
Chapter 16: Plastics Firm's Lean Team Is Its Source of New Talent
Part III: Sustaining Change
Chapter 17: An Assessment Tool Tells You Whether Your Culture Is Lean
Chapter 18: Nine Steps for Getting TPM Buy-In from Varied Groups
Chapter 19: Frequent Feedback Fosters Changes in Company Culture
Chapter 20: A Good Day of Production Begins with a Good Meeting
Chapter 21: Compensation Helps Lean Pay Off
Chapter 22: Incentives Should Be Based on Outcomes, Not Activities
Chapter 23: Satisfaction Yields Improved Results
Chapter 24: Integrate Your Improvement Methods if You Want Your Initiatives to Last
Citations
Index

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Reviews

"Aimed primarily at executives and senior managers, Lean Culture will also interest ambitious junior employees looking for ways to sell their corporate leaders on the benefits of lean production."



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