- Paperback: 320 pages
- Publisher: Productivity Press; 2 edition (March 17, 2010)
- Language: English
- ISBN-10: 1439811415
- ISBN-13: 978-1439811412
- Product Dimensions: 6.8 x 0.8 x 10 inches
- Shipping Weight: 1.2 pounds
- Average Customer Review: 63 customer reviews
- Amazon Best Sellers Rank: #376,236 in Books (See Top 100 in Books)
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Creating a Lean Culture: Tools to Sustain Lean Conversions, Second Edition 2nd Edition
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"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.
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What is the Lean Management System?
Ch 1: The Missing Link in Lean
Ch 2: The Lean Management System's Principle Elements
Ch 3: Standard Work for Leaders
Ch 4: Visual Controls
Ch 5: Daily Accountability Process
Learning Lean Management & Production: Supporting Elements
Ch 6: Learning Lean Mgmt: Sensei and Gemba Walks
Ch 7: Leading a Lean Operation
Ch 8: Solving Problems & Improving Processes--Rapidly
Ch 9: People--Predictable Interruption; Source of Ideas
Ch 10: Sustain What you Implement
Appendix, Glossary, References, Index.
- 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
- 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.
His lean management system is deceptively simple and clever. Standard leader work models the expected behavior of setting expectations, measuring performance and adjusting publicly. Visual controls ensure that standards, measurements and adjustments are employed everywhere. The daily accountability system at 3 levels serves as the fail-safe method to ensure the visual controls work and that process improvement opportunities are identified and translated into action.
Five support activities reinforce this core. Frequent learning by doing in the master-pupil format, specific leadership traits needed in ongoing operations, rapid and deep problem-solving, complementary people management steps and self-assessment of the LMS provide the tools for progress and improvements.
This book is very well organized and well-written. It provides specific examples, guides, photos and illustrations (the case studies are very basic). It makes Japanese terms such as gemba, sensei and heijunka less intimidating. It is especially helpful in explaining how and why the various component parts of LP and LMS fit together.
Most importantly, the author is straightforward and honest about the underlying beliefs of the lean approach and what it takes to succeed. Lean culture and batch culture are polar opposites, so change is slow and uneven. Process is fundamentally more important than results. The immediate goal is either achieving the schedule or fixing the underlying problem. Extreme discipline is the "secret sauce" required for success. Production is a higher priority than support projects. Shop floor motivation depends upon real listening, security, empowerment, consistency and power. The lean approach systematically removes safety nets and exposes the team to greater risks of failure. Improvement is the short-run goal and perfection is the ultimate goal.
This book can be effectively used by anyone who has learned the basics of the lean production model.