1st Edition

People, Process, and Culture Lean Manufacturing in the Real World

    154 Pages 4 B/W Illustrations
    by Productivity Press

    Examining Lean processes in the context of the authors’ academic research in-progress, People, Process, & Culture: Lean Manufacturing in the Real World illustrates the impact of culture on the implementation of Lean Manufacturing (LM) across various geographic and cultural areas. It identifies cultural values, as examined against Lean manufacturing disciplines, and derives culturally based Lean Manufacturing (LM) values. It then assesses these cultural values in light of specific LM components, such as PULL systems and TPM, to demonstrate varying perspectives and applications.

    • Illustrates global cultural influences on Lean implementation
    • Uses academic research as the foundation of the material
    • Examines the many Lean components currently in use around the world

    Building on the continued prominence of LM as the preferred operational approach, the book supplies time-tested advice to help you sort through the flood of information on Lean techniques and culture. It examines the numerous Lean components currently being deployed successfully around the world and identifies the limitations that can result from the varying interpretations and applications of Lean systems.

    Lean culture is all about Lean vision, mission, and values. This book not only identifies the Lean values required, but also supplies the understanding to integrate these values across all levels of your organization. The book will be especially helpful to international corporate managers working to demystify the sometimes hard-to-understand characteristics of Lean transformation.

    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 Profile
    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