2nd Edition
Staying Lean Thriving, Not Just Surviving, Second Edition
The first edition of this highly acclaimed publication received a Shingo Research and Professional Publication Prize in 2009. Explaining how to create and sustain a Lean business, it followed Cogent Power’s first two Lean Roadmaps along their journey.
Since then, much has changed. Several members of Cogent Power’s senior management have moved on, steel prices have declined, and the credit crisis has sparked an unstable global economy. Set against these developments, Staying Lean: Thriving, Not Just Surviving, Second Edition reports on Cogent Power’s response to these issues—detailing how they worked through their third Lean Roadmap. It also:
- Guides readers with readily reproducible advice and an easy-to-follow model for sustaining Lean improvements
- Presents a case study of a successful multinational Lean implementation
- Covers a six-year Lean transformation from start to finish, illustrating the application of three distinct roadmaps
Focusing on how to sustain change, the new edition of this bestselling reference, illustrates the experience of a multi-national company that successfully implemented Lean in its manufacturing and commercial operations. Based on a model of sustainable change, the text defines by example the elements of successful Lean management that are often difficult to emulate as well as the more visible features of process management.
THE JOURNEY TO LEAN
Lean Vision and Principles
The Five Lean Principles
Understanding Value and Waste
Muda (Waste)
Mura (Unevenness)
Muri (Overburden)
Going Lean and Staying Lean
Thinking It Through
The Sustainable Lean Iceberg
Strategy and Alignment
Leadership
Behavior and Engagement
Company Background
The Road to Lean
Company History
Cogent Power (UK) Ltd
Cogent Power (Sweden) A.B.
Cogent Power (Canada) Inc.
The Challenge Facing Cogent
BELOW THE WATERLINE
Strategy and Alignment
Cascading the Strategy into the Business
P: Planning
D: Doing Phase
C: Check Phase
A: Act Phase
Leadership
Level 5 Leadership
Situational Leadership
Distributed or Dispersed Leadership
Behavior and Engagement
Changing the Organization
Overcoming Resistance to Change
Lean Behaviors
Organizational Culture
National Culture
Changing Behaviors
Involving the Unions
Motivation for Change
Engagement
ABOVE THE WATERLINE
Processes
Eliminating Waste in the Order Fulfillment Process
Identifying Waste in the Order Fulfillment Process
From Current State to Future State
Adding Value in the Order Creation (Sales) Process
Understanding the Voice of the Customer
Conducting the Survey
Mapping the Sales Process
Technology, Tools, and Techniques
Lean Tools and Techniques: An Overview
Lean Tools for Managing Lean Enterprises
5S: Workplace Organization
Visual Management
Lean Tools for Operating a Lean Enterprise
Mapping
Standardized Work
Total Productive Maintenance
Single-Minute Exchange of Die (SMED)
Just-in-Time (JIT)
Pull Systems
Kanbans
Jidoka
Tools and Techniques to Sustain a Lean Environment
Sustainability Audits
A Word about the Technologies
THE ROAD FROM PUSH TO PULL
Route to Lean
Lowering the Waterline: Rigorous, Not Glamorous
Key Findings
In Summary
A Final Word
Sources of Further Help
Recommended Publications
Companion Books to This Publication
Other Useful Texts
Jargonbuster
Biography
Peter Buckley, Pauline Found, Gary Griffiths, Glynn Harrison
In my first contacts with Professor Peter Hines at Cardiff University and Chris Butterworth at S.A. Partners, I became convinced that the holistic approach they had developed was the concept I had sought. After having worked with them for many years now and seen the great successes we have achieved at Cogent Power, I am even more convinced that this is the way a business (any business—and not just automotive) should be run.
—Marcel Schabos, Cogent Power MD, 2003–2007
