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

by David Mann

Overview

Winner of a Shingo Research and Professional Publication AwardThe 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 involv

Product Details

ISBN-13:	9781439887851
Publisher:	CRC Press
Publication date:	02/02/2012
Sold by:	Barnes & Noble
Format:	eBook
Pages:	316
File size:	11 MB
Note:	This product may take a few minutes to download.

About the Author

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.

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

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.

From the Publisher