1st Edition
People, Process, and Culture Lean Manufacturing in the Real World
Introducing the Lean Culture
Introduction
Countercultural Influences
The DNA of the Lean Manufacturing System
Complex and Organic
Questions to Consider
Developing Lean Values
Lean Manufacturing Components
Organizational Values
The Eight Lean Values
Lean Value Consistency
Highly Consistent Values
LM2 Time
LM3 Motivation
LM4 Variance
LM7 Control
Partially Consistent LM Values
LM1 Truth
LM5 Vocation
LM6 Cooperation
Focus LM8
Summary
Questions to Consider
The Hypotheses of Lean Culture
Developing the Hypotheses
Hypothesis 1: Lean Practices Are Positively Related to Performance
Moderating Influence of Culture on H1
Hypothesis 2: Institutional Collectivism Positively Affects LM Effectiveness
LM Action Example
Hypothesis 3: Uncertainty Avoidance Positively Affects LM Effectiveness
Hypothesis 4: Assertiveness Negatively Moderates LM Effectiveness
Hypothesis 5: Future Orientation Negatively Moderates LM Effectiveness
Hypothesis 6: Performance Orientation Negatively Moderates LM Effectiveness
Dimensions with No Net Influence on LM Effectiveness
Summary
Questions to Consider
Measuring Lean Culture
Methodology
Using the GLOBE Measures of Culture
Hierarchical Linear Model Approach
Summary
Questions to Consider
Assessing the Results
Data Analysis Summary
What Did the Data Show?
Overall Effectiveness of Lean Manufacturing
Effects of Country Cultural Dimensions
"No-Effect" Cultural Dimensions
Study Summary
Questions to Consider
The Implications of Lean Culture
Introduction
Theoretical Implications
Organic World Complexity
Managerial Implications
Countries of Choice
How versus What to Implement
Questions to Consider
Conclusions
The Global Cultures
Region/Culture: Anglo
Region/Culture: Latin Europe
Region/Culture: Nordic Europe
Region/Culture: Germanic Europe
Region/Culture: Eastern Europe
Region/Culture: Latin America
Region/Culture: Sub-Saharan Africa
Region/Culture: Middle East
Region/Culture: Southern Asia
Region/Culture: Confucian Asia
Ranking the Cultures and Countries
Summary
Questions to Consider
Appendix: Studies, Data, and Analysis
Lean Expert Survey
Lean Manufacturing Definition
Value Dimensions with Clear Distinctions
Truth
Motivation
Vocation
Interdependence
Value Dimensions with a Slight Distinction
Time
Control
Study Data
Bibliography
Glossary
Index
Biography
Jeffrey P. Wincel is founder and president of LSC Consulting Group - an independent professional consulting service specializing in Lean supply chain management. Mr. Wincel was also an adjunct professor of supply chain management for Grand Valley State University’s MBA and undergraduate programs. In 2004, Mr. Wincel released his first book through Productivity Press, titled Lean Supply Chain Management: A Handbook for Strategic Procurement. Previously Mr. Wincel served as VP & General Manager and Vice President of Corporate Procurement & Materials for Donnelly Corporation. Prior to Donnelly Corporation, Mr. Wincel served as Director of Worldwide Purchasing for TRW-Vehicle Safety Systems, Inc (VSSI) & Director of Worldwide Purchasing for TRW Occupant Restraints System Group (ORSG).
Mr. Wincel has a Master’s of Business Administration (MBA) from Michigan State University; has been selected as one "Pros to Know" by Supply & Demand Chain Executive Magazine in 2002, 2004, 2007, & 2012. He is a frequent contributor to many professional & industry publications, including Supply Chain Management Review and Purchasing Magazine. Mr. Wincel has also been a featured presenter at the University of Michigan Conference on Lean Manufacturing, the National Manufacturing Week Conference, the Institute for Supply Management, and the Institute for International Research. Mr. Wincel has also been a panelist on the ISM national satellite education series.
Thomas J.Kull
is an assistant professor of supply chain management in the W.P. Carey School of Business at Arizona State University. Along with 13 years of industry experience in the steel processing, automotive, and construction equipment industries; he also holds a PhD in operations and sourcing management from Michigan State University. He researches behavioral issues in operations and supply chain management, as well as supply chain risk issues. He has published in the Journal of Operations Management, Journal of Supply Chain Management, Decision Sciences Journal, IEEE Transactions on Engineering Management, European Journal of Operational Research, and International Journal of Operations and Production Management. He serves on numerous editorial review boards, including Journal of Operations Management, Decision Sciences Journal, Journal of Business Logistics, and Journal of Supply Chain Management. He is a member of the Decision Sciences Institute, Academy of Management, and Production and Operations Management Society.... rather than learn the hard way, this book can serve as a trainer-coach, helping you and your organization make the Lean transformation by exposing where your values, or thinking, may also have some gaps. ... provides clear objective data, going beyond what has been said qualitatively and instead giving quantitative evidence. ... This is a pioneering book. It will help Lean champions pinpoint where specifically their team, their leadership, and their organizations may struggle with the Lean mindset.
—Michael Hoseus, co-author of Toyota Culture: The Heart and Soul of the Toyota Way
