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

ISBN-13: 978-1439811412 ISBN-10: 1439811415 Edition: 2nd

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Product Details

  • Paperback: 316 pages
  • Publisher: Productivity Press; 2 edition (March 17, 2010)
  • Language: English
  • ISBN-10: 1439811415
  • ISBN-13: 978-1439811412
  • Product Dimensions: 9.9 x 7 x 0.8 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars  See all reviews (22 customer reviews)
  • Amazon Best Sellers Rank: #10,020 in Books (See Top 100 in Books)

Editorial Reviews

Review

"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.


 

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.

Customer Reviews

4.6 out of 5 stars
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This Book describes the essentials in terms of pitfalls in sustaining or introducing Lean.
Allan Vikstroem
Plenty of good examples of Lean tools put use to go nicely with the rest of great ideas found in this book for expanding Lean in your organization.
Weaver
I read this twice since I purchased it, the second time through I used a highlighter to mark key points I wanted to remember.
Kreg Worrest

Most Helpful Customer Reviews

2 of 2 people found the following review helpful By Jim Nasium on July 8, 2011
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How many times have you found yourself holding repeat kaizen activity for the same problems? Are you losing ground on excellent work that everyone was excited about two months ago, but now that it has become old news, you find people slipping back into their old ways of doing things? This book addresses the issue of Leader Standard Work and how it is the key to sustaining the lean work. This is the book all of your leadership team must read together and discuss.
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By Marc Burrington on December 22, 2013
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the book had some very good ideas and repeated them many times. this book could have been greatly condensed and still have gotten the points across. but i suppose repetition is a great way to learn
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By berylpela on December 19, 2013
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I used this book for a class and I must say it's a Great book... Helps you prepare to have a successful lean culture
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A comprehensive volume on engaging management in the Lean journey. Plenty of good examples of Lean tools put use to go nicely with the rest of great ideas found in this book for expanding Lean in your organization. I pulled several ideas to implement immediately and there is more longer term ideas in the hopper for the future. Highly recommended!
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Format: Kindle Edition Verified Purchase
Excellent book for the person beginning the journey or for the seasoned professional as a reference book. It is required reading for the leadership teams at each of our plants
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By Glow-n-now on September 23, 2013
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This is like all the rest of the books that you are going to read for a class, nothing is as special as reading a book like this
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By Shannon Moses on July 8, 2013
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Creating a Lean Culture is one of the most crucial elements of becoming a Lean Company, David did a good job explaining, giving examples and the suggestions are well taken.
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As an experienced lean practitioner, I recently stumbled across this at the recommendation of a new colleague. It's one of the best, most practical, most executable lean books I've ever read. While other books spend most of their time talking about how Toyota, or Wiremold, or some other company have executed lean, this book focuses entirely on the practical side of creating a lean culture at YOUR organization, from a very basic level.

Pros:
- Practical approaches outlined that won't cost huge investments in money or IT - but getting people to change the way things are done
- Relies heavily on several keys: visual management, daily accountability, standard work, and leader standard work. These are easy to say, but very difficult to drive
- Prefers the low-tech way of driving the lean culture - which seems to improve sustainability
- Focuses on both the leader of the plant AND the kaizen office/engagement office. Seems most books are written toward one or the other

Cons:
- It's a bit short. I would have loved more, but I'm not sure if there would have been much value in adding more. It's a lean book - but I liked it that much that I wanted to see more.
- Not for the beginner - if you need 6S or flow explained to you, find another book. This is about taking those discrete tools and forming them into a culture of lean improvement - not a con, so much, as a heads up for people just getting started.

Overall, I can't say enough good things about this book. It has been eye-opening in some ways, and heavily reinforced some of my previous thoughts in others. I look forward to implementing its recommendations going forward.
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