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Lean Culture: Collected Practices and Cases, 1st Edition (Paperback) book cover

Lean Culture

Collected Practices and Cases, 1st Edition

By Productivity Press Development Team

Productivity Press

160 pages

Purchasing Options:$ = USD
Paperback: 9781563273261
pub: 2005-06-03
SAVE ~$4.79
Hardback: 9781138438477
pub: 2018-06-28
SAVE ~$39.00

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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.


"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."


Table of Contents


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



Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Quality Control
BUSINESS & ECONOMICS / Industries / Manufacturing Industries