Creating a Lean Culture: Tools to Sustain Lean Conversions |
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| Title: | Creating a Lean Culture: Tools to Sustain Lean Conversions |
| Author: | David Mann |
| Publisher: | Productivity Press |
| Type: | Book / Paperback |
| Publication Date: | 13 May, 2005 |
| ISBN / ISBN-13: | 1563273225 / 9781563273223 |
| List Price: | $36.95 |
| You Save: | $5.96 |
| Amazon Price: | $30.99 (via Amazon marketplace seller) |
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Editorial Review / Publisher's Information:
Product Description
Lean production has been proven unbeatable in organizing production operations, yet the majority of attempts to implement lean end in disappointing results. The critical factor so often overlooked is that lean implementation requires day-to-day, hour-by-hour management practices and skills that leaders in conventional batch-and-queue environments are neither familiar nor comfortable with. Creating a Lean Culture helps lean leaders succeed in their personal batch-to-lean transformation. It provides a practical guide to implementing the missing links needed to sustain a lean implementation. Mann provides critical guidance on developing and using the key elements of a lean management system, including: leader standard work, visual controls, daily accountability processes, maintaining a process focus, managing key HR issues, and much more. In addition, a questionnaire is included to help assess current management practices and monitor progress. Highlights: Distinguishes the much-discussed, abstract concept of "lean culture" from the concrete, implementable practices of lean management. Describes and illustrates 4 key principles of lean management: leader standard work; visual controls; daily accountability process, and discipline. Shows how visual controls bring process focus to life, tie in lean's requirement for highly disciplined execution, and make leaders' new jobs far easier to explain, model and evaluate. Moves beyond models and theories of lean management to show how to implement the daily practices that are the key to implementing and sustaining a lean transformation. Lots of case examples, figures and photographs.
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Customer Reviews:
• Right Up There With 'lean Thinking'
21 April, 2008
Just one heck of a resource. The only thing that keeps me from kicking myself for not buying it 10 years ago is that it has only been in print for three years. HIGHLY recommended to those who are responsible for leading an organization through a lean transformation.
- Amazon Customer Review
• Creating A Lean Culture
16 December, 2008
If you are a manager, spend your next holidays reading this book. The value it brings resides in bridging between the tools to apply to implement Lean in your company, and how to actually manage the change and the new, improved processes. Often we have seen shopfloor crews highly involved, motivated and employing Lean tools to improve the processes they are a part of, only to realise with a shock that their managers kept themselves in their comfort zone, sitting in their offices, as if Lean was just another bit to add to "business as usual". This is where the "Lean doesn't work here" syndrome stems from. Again, if you are a manager you have two options: get people to do the improvement work for you, whilst you keep yourself busy doing all the wrong things; or learn how to improve and guide the processes you are supposed to manage. Your job may depend on it.
- Amazon Customer Review
• Lean Culture
12 July, 2009
This is the third copy of this book I have bought. I not only recommend this book, I buy it with my own money and give to colleagues. It's that good.
- Amazon Customer Review
• Management Is Culture: Change Your Management And Dont Ever Change Back
15 July, 2009
The book is worth the money.
What I learned here, I see nowhere else.
The examples are clear; the message is clear.
I am glad I bought it.
- Amazon Customer Review
• The Outer Layer That Makes It All Work
09 March, 2010
David Mann's coaching guide "Creating a Lean Culture" is a highly effective complement to the many texts and courses on lean production. It squarely addresses the high failure rate in sustaining lean production (LP) implementations. Mann argues that lean production must be complemented by a lean management system (LMS) to succeed and that the ongoing operation of a lean management system will create a lean culture that is self-improving.
His lean management system is deceptively simple and clever. Standard leader work models the expected behavior of setting expectations, measuring performance and adjusting publicly. Visual controls ensure that standards, measurements and adjustments are employed everywhere. The daily accountability system at 3 levels serves as the fail-safe method to ensure the visual controls work and that process improvement opportunities are identified and translated into action.
Five support activities reinforce this core. Frequent learning by doing in the master-pupil format, specific leadership traits needed in ongoing operations, rapid and deep problem-solving, complementary people management steps and self-assessment of the LMS provide the tools for progress and improvements.
This book is very well organized and well-written. It provides specific examples, guides, photos and illustrations (the case studies are very basic). It makes Japanese terms such as gemba, sensei and heijunka less intimidating. It is especially helpful in explaining how and why the various component parts of LP and LMS fit together.
Most importantly, the author is straightforward and honest about the underlying beliefs of the lean approach and what it takes to succeed. Lean culture and batch culture are polar opposites, so change is slow and uneven. Process is fundamentally more important than results. The immediate goal is either achieving the schedule or fixing the underlying problem. Extreme discipline is the "secret sauce" required for success. Production is a higher priority than support projects. Shop floor motivation depends upon real listening, security, empowerment, consistency and power. The lean approach systematically removes safety nets and exposes the team to greater risks of failure. Improvement is the short-run goal and perfection is the ultimate goal.
This book can be effectively used by anyone who has learned the basics of the lean production model.
- Amazon Customer Review
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