3rd Edition

Creating a Lean Culture Tools to Sustain Lean Conversions, Third Edition

By David Mann Copyright 2015
    408 Pages 30 B/W Illustrations
    by Productivity Press

    408 Pages
    by Productivity Press

    Winner of a Shingo Research and Professional Publication Award

    The new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable, successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to successfully navigate the politics in cross-functional process improvement projects, and to engage executives in ways that are personally meaningful to them. 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.

    Read the Reviews:

    "This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader."
    — Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group

    "David Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book."
    — Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University

    "This book has long been my ‘go-to’ guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools.."
    —Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen

    "As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann’s case-based insights are an invaluable tool."
    — Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University

    "David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success."
    — Elizabeth M. King, Vice President Organizational Effectiveness, ESCO Corporation

    New in the Third Edition:

    • Contains new chapter on engaging executives in Lean initiatives
    • Includes 21 new case studies
    • Presents new examples from the healthcare and process industries
    • Includes additional gemba worksheets for learning and teaching Lean
    • Provides expanded coverage of Lean applications in complex cross functional value stream process improvement projects
    Watch David Mann discuss how the latest edition of Creating a Lean Culture can help you and your organization succeed. http://www.youtube.com/watch?v=zX7jrtV3cBA&feature=youtu.be

    The Missing Link in Lean: The Management System
    Developing a Lean Culture
    Don’t Wait—Start Now!
    Lean Management Focuses on Process
    Lean Management and Continuous Improvement
    Parallel Implementations of Lean Production and Lean Management
    Changing from Conventional Production
    Getting Rid of the "Do Whatever It Takes" Approach
    Lean Processes Need Lean Management
    Focusing on the Process Produces Results
    Engaging Executives with Lean: A Different Approach
    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
    Study Questions

    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 Be Effective
    Leader Standard Work in Automated Production Environments and Process Industries
    Does Lean Management Apply in Process Industries?
    Process Focus and Leader Standard Work in Process Production
    Summary: Four Principal Elements of Lean Management
    Study Questions

    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
    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
    Leader Standard Work: Compliance or Improvement?
    The Role of Training for Lean Implementation
    Summary: Leader Standard Work Is Element 1 of Lean Management
    Study Questions

    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 Information Technology
    Summary: Visual Controls and the Data for Lean Management
    Study Questions

    Daily Accountability Process
    How Conventional Production Differs from Lean
    Three Tiers of Daily Meetings
    Tier One: Team Leader and Production Crew
    Tier Two: Supervisor and Team Leaders
    The Green Dot/Red 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!
    Accountability Boards and Geographically Dispersed Locations
    Flat-Screen Monitors
    The "Vacation Paradox" and Capacity for Improvement
    Accountability in Office Processes
    Summary: Daily Accountability Improves Processes
    Study Questions

    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
    Process and Structure
    Summary
    Study Questions

    Learning Lean Management: The Sensei and Gemba Walks
    Your Sensei and "True North" Provide Direction
    Gemba Walking
    How Lean Typically Starts and Grows
    Gemba Walking Teaches How to See in New Ways
    Being the Sensei: Gemba Walking as a Structured, Repeatable Process
    Summary: Learning Lean Management by Being a Sensei’s Apprentice
    Study Questions

    Being the Sensei: Engaging Your Executives in the Lean Initiative
    Symptoms: Orphans, New Sheriffs, and the Next Big Thing
    When Gemba Walks Are Not Enough
    A Framework for Understanding the Engagement Problem
    Nuts and Bolts of Executive Gemba Walks
    Executive Gemba Walks: Tools, Structure, and Process
    Summary
    Study Questions

    Leading a Lean Operation
    Nine Leadership Behaviors to Learn
    Attribute 1: Passion for Lean
    Attribute 2: Disciplined Adherence to Process—Accountability
    Attribute 3: Project Management Orientation
    Attribute 4: Lean Thinking
    Attribute 5: Ownership
    Attribute 6: Tension between Application 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 with Measures of Results
    Summary: Consistent Leadership Is the Crucial Ingredient in Lean Operations
    Study Questions

    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
    Study Questions

    People—Predictable Interruption, Source of Ideas
    Whom 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
    Lean Training for Line Leaders
    Where Conventional Training Fits In
    What If Frontline People Don’t Buy in to Lean?
    Responding to Low Performers
    Human Resources Policy Issues in Lean Management
    Summary: Resolving People Issues to Support Lean Production and Lean Management
    Study Questions

    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
    Keep Asking These Questions!
    A Lean Culture Is a Beautiful Thing
    Summary: Maintaining Lean Management
    Study Questions

    Appendix A
    Appendix B
    Appendix C
    Bibliography
    Glossary
    About the Author

    Biography

    David Mann is the author of Creating a Lean Culture: Tools to Sustain Lean Conversions. The book was awarded the Shingo Prize for Operational Excellence in 2006 and has become a best-seller in its field. It has been translated into Chinese, Polish, Portuguese, Russian, Spanish, and Thai.

    In 15 years of Lean experience at Steelcase, Inc., Mann developed and applied the concepts of a Lean management system supporting 40+ Lean manufacturing value stream transformations, and led an internal consulting team that supported over 100 successful Lean enterprise business process value stream conversions. He established a Lean consulting practice in 2005 and retired from Steelcase in 2009.

    Mann’s consulting, teaching, and coaching experience includes Lean transformation in manufacturing, enterprise business processes, and healthcare organizations. His practice includes clients in healthcare, mining and energy, discrete and process manufacturing, technology, food processing, and enterprise business processes.

    Mann is a frequent consultant trainer and speaker on Lean leadership and management, a Shingo Prize examiner, and a faculty member in management science at the Fisher College of Business, the Ohio State University. Mann is an organizational psychologist, earning his Ph.D. at the University of Michigan in 1976. He lives in West Michigan with his wife, a retired criminal prosecutor. They have two daughters. For more information, visit www.dmannlean.com or contact him at dmann@dmannlean com.

    "This book became an instant classic in the literature of professional operations. In this third edition, David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active, multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader."
    — Raymond C. Floyd, two-time Shingo Prize Winner, President and CEO, Plasco Energy Group


    "David Mann builds substantially on his seminal work on the Lean management system.  The book is full of new insight and polishes the most important ideas about Lean management.  The new chapter on engaging executive leadership alone is worth the price of the book."
    — Peter Ward, Richard M. Ross Professor and Chair, Department of Management Science, Fisher College of Business, The Ohio State University

    "This book has long been my ‘go-to’ guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how helpful it is in translating Lean principles into daily management behaviors. The healthcare examples make it even more relevant as a must read for any hospital leader who aims to move beyond Lean tools.."

    --- Mark Graban, author of Lean Hospitals, co-author of Healthcare Kaizen and The Executive Guide to Healthcare Kaizen

    "As more companies outside the manufacturing sector pursue Lean transformations, Creating a Lean Culture is as critical a resource as ever. Breaking down silos and navigating tricky internecine politics remain a momentous challenge, and Mann’s case-based insights are an invaluable tool."
    — Peg Pennington, Executive Director, Center for Operational Excellence, Fisher College of Business, The Ohio State University

    "David has once again taken the topics that trip us up and put structure and guidance around them. His new work on executive involvement is worth the price of the book all by itself. Many of us have struggled with this topic and David provides a path to success."
    — Elizabeth M. King, Vice President Organizational Effectiveness, ESCO Corporation