Creating a Lean Culture

Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition

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Features

Empowered with five more years of accumulated knowledge and experience, David Mann’s Shingo Prize-winning book:

  • Offers new guidance on how to begin implementing lean management in discrete manufacturing, office, healthcare, and process manufacturing environments
  • Explains how to engage executives through gemba walks
  • Expands the lean management assessment based on actual use, and now offers two versions (both available online) one for manufacturing and one for administrative, technical, and professional settings

Summary

Winner of a Shingo Research and Professional Publication Award

The new and revised edition of this modern day classic provides the critical piece that will make any lean transformation a dynamic continuous success. It shows you how to implement a transformation that cannot fail by developing a culture that will have all your stakeholders involved in the process and invested in the outcome. It will teach you how to build success from the top down and the bottom up at the same time. 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.

Praise for the First Edition of the Shingo Prize Winning International Bestseller. . .

an excellent review of one of the most common implementation issues in a lean transformation -- the essential day to day work practices of team leaders/supervisors/value stream managers that enable the lean system.
     -- George Koenigsaecker, President, Lean Investments, LLC

. . . reprinted seven times

The purpose of lean systems is to make problems glaringly obvious. If implementation does not include standard leadership and cultural support systems to constantly address problems, the point of the system is missed. Many books address lean tools and initial conversion, but if you want the system to stick, read David's book.
     --Robert (Doc) Hall, Editor-In-Chief, Target, Association for Manufacturing Excellence

. . . now being translated into Russian, Thai, and Chinese…

Mann's book is an excellent start toward Lean Leadership as 'process-dependent' rather than 'person-dependent' in style.
     --Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing

Now empowered with five more years of accumulated knowledge and experience, David Mann’s seminal work:

  • Offers new insights on applications of lean management in administrative, technical, and professional environments
  • Provides new guidance on how to begin implementing lean management in discrete manufacturing, office, and process manufacturing environments.
  • Details specifics on how to engage executives through gemba walks*
  • Shows the difference between measuring improvement through results and through processes
  • Adds new case studies throughout
  • Expands the lean management assessment based on actual use, and now offers up two separate versions (both available online) one for manufacturing and one for administrative, technical, and professional settings

*In a gemba walk, a teacher, or sensei, and student walk the production floor. The teacher asks the student to tell what he or she sees and, depending on the answer, asks more questions to stimulate the student to think differently about what is in front of him or her. This includes learning to see what is not there…Gemba walks often include assignments to act on what the student has come to see. …

Table of Contents

Introduction
Section 1 What Is the Lean Management System?
Principal Elements of Lean Management
1
The Missing Link in Lean: The Management System
Developing a Lean Culture
Don’t Wait—Start Now!
Lean Management Focuses on Process
Parallel Implementations of Lean Production and Lean Management
   Changing from conventional mass production 
   Getting rid of the "do whatever it takes!" approach
Lean Processes Need Lean Management
  Focusing on the Process Produces Results
  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
2 The 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 Work
      Leader Standard Work in Automated Production Environments
      Does Lean Management Apply in Process Industries?
   Process Focus in Process Production
Summary: Four Principal Elements of Lean Management
3 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.0
   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
The Role of Training for Lean Implementation
Summary: Leader Standard Work Is Element Number 1 of Lean Management
4 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 IT
      Accuracy Versus Precision of Visual Information
      Proximity of Visual Controls
      Flexibility of Visual Controls
      Visual Controls and the "Fingerprint Factor"
      The Power of Networks
      Intangible Benefits of Visual Controls
Summary: Visual Controls and the Data for Lean Management
5 Daily Accountability Process
How Batch Production Differs from Lean
Three Tiers of Daily Meetings
Tier One: Team Leader and Production Crew
Tier Two: Supervisor and Team Leaders
   The Red Dot, Green 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!
The "Vacation Paradox" and Capacity for Improvement
Accountability in Office Processes
Summary: Daily Accountability Improves Processes
6 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
Summary

Section 2 Learning Lean Management and Production: Supporting El ements of Lean Management
7
Learning Lean Management: The Sensei and Gemba Walks1
Your Sensei and "True North" Provide Direction
Gemba Walking
   Gemba Walking Teaches How to See in New Ways
Being the Sensei: Gemba Walking Your Executives
   Go to the Place, Look at the Process, Talk with the People
   Gemba Walking as a Structured, Repeatable Process
Summary: Learning Lean Management by Being a Sensei’s Apprentice
8 Leading a Lean Operation
Nine Leadership Behaviors to Learn
   Attribute 1: Passion for Lean
     Willingness to Make Personal Change
   Attribute 2: Disciplined Adherence to Process— Accountability
   Attribute 3: Project Management Orientation
   Attribute 4: Lean Thinking
     Lean Thinking Looks for the Sources of Problems
   Attribute 5: Ownership
   Attribute 6: Tension between Applied 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 w/ Measures of Results
   A Measure of Process or Result?
   Frequency of Observation
   Lean Leaders Recognize Imperfection
Summary: Consistent Leadership Is the Crucial Ingredient in Lean Operations
9 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
10 People—Predictable Interruption; Source of Ideas
Who 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
      Making Listening Visible
Lean Training for Line Leaders
   Where Conventional Training Fits In
   What If Production People Don’t Buy into Lean?
   Responding to Low Performers
Human Resources Policy Issues in Lean Management
Summary: Resolving People Issues to Support Lean Production and Lean Management
11 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
      Details of the Lean Management System Assessment
      Conducting an Assessment
      When Should You Assess?
      Who Should Assess?
      Interpreting the Assessment  
   Keep Asking These Questions!
A Lean Culture Is a Beautiful Thing
Summary: Maintaining Lean Management
Appendix A
Appendix B
Glossary
Bibliography
Index
The Author

Author Bio(s)

David Mann is currently the principal of David Mann Lean Consulting. During a 21-year career with Steelcase, Mann developed and applied the concepts of a Lean management system. In his service with the company, he supported 40+ Lean value stream transformations, as well as developing and leading an internal team that completed over 100 successful office and product development Lean business process conversions.

Mann’s teaching and coaching experience includes Lean transformation in manufacturing, enterprise business processes, and healthcare organizations. His practice includes Lean and Lean management implementation in production and enterprise business processes, troubleshooting stalled Lean initiatives, as well as frequent training and speaking engagements on Lean management.

Mann is the author of Creating a Lean Culture: Tools to sustain Lean Conversions. Awarded the Shingo Prize in 2006, the book is now in its eighth printing, and is being translated into Chinese, Russian, and Thai.

Mann serves as a Shingo Prize examiner and assessor for the Honda Lean Network. He is a member of the Saint Mary’s Healthcare Lean Transformation Advisory Board in Grand Rapids, Michigan and is an invited contributor to Frontiers of Health Services Management. Mann is a frequent contributor to and member of the editorial board of the Association for Manufacturing Excellence’s publication Target, edits Target’s Single Point Lessons feature, and also serves on the board of AME’s Great Lakes Region. He is a faculty member in the Operations Management program at the Fisher College of Business, Ohio State University.

Mann is an organizational psychologist, earning his Ph.D. at the University of Michigan in 1976.

Editorial Reviews

"The new insights included in this second edition of Creating a Lean Culture, affirm our examiners recommendations in 2006 to recognize this original work with the Research and Professional Publication Award."
—Robert D. Miller, Executive Director, The Shingo Prize for Operational Excellence

Praise for the First Edition

David Mann has provided an excellent review of one of the most common implementation issues in a lean transformation -- the essential day to day work practices of team leaders/supervisors/value stream managers that enable the lean system.
     -- George Koenigsaecker, President, Lean Investments, LLC

The purpose of lean systems is to make problems glaringly obvious. If implementation does not include standard leadership and cultural support systems to constantly address problems, the point of the system is missed. Many books address lean tools and initial conversion, but if you want the system to stick, read David's book.
     --Robert (Doc) Hall, Editor-In-Chief, Target, Association for Manufacturing Excellence

Mann's book is an excellent start toward Lean Leadership as 'process-dependent' rather than 'person-dependent' in style. The idea of leader standard work is simple and valuable.
     --Ross E. Robson, Executive Director, Shingo Prize for Excellence in Manufacturing

At last! A book that bridges the huge gap between the lofty visionary outcomes of Lean Leadership books - and the practical thinking and tools needed to put competitive outcomes in place. This practitioner approach spells out real work needed. All of us should use Mann's first five chapters to crystallize a 'Lean Management System' with the following five chapters to inspire us to roll up our sleeves.
     --David Hogg, P. Eng., President High Performance Solutions, Inc.


 


Downloads / Updates

Resource OS Platform Updated Description Instructions
Cross Platform April 20, 2010 Lean Management Standards for Manufacturing click on http://dmannlean.com/pdfs/LMS%20manufacturing.pdf
Platform type April 20, 2010 Lean Management Standards for Offices click on http://dmannlean.com/pdfs/LMS%20office.pdf

 

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